Employee value proposition (EVP), is the assessment of the relationship between employer and employee. This entails what an employee gets from his or her employer as a reward for work done. The measurement of this relationship defines the position of the company among its competitors. For instance, if employees feel that they receive an equal reward or even more rewards than their work, this implies satisfied employees (Evans & Vladimir, 2009).
Mostly, such companies do not have regular employee turnover, as every employee feels comfortable. The employee value proposition entails a clear description of the real needs and clarification of the job expectations. Both the employer and the employee should be made aware of what to expect from one another. In most cases, the EVP is defined by the employer by defining the unique qualities of the job in question, which would make it most attractive to a competent candidate.
Another consideration when defining EVP is for the employer to come up with the criteria of choosing the right person to handle the job. The qualified candidate should be outstanding among others to fit the uniqueness of the job in question. In addition to the candidate’s outstanding qualities, the employer should come up with the things, which he or she will learn as he or she works (Ulrich & Brockbank, 2005). In addition, the intended achievements of the employee should be defined. On the other hand, the employee should be made to understand why it is crucial to do the job in the company than in a competitor firm. Such information would make the employee execute his or her duties effectively in much confidence. The company should also make itself unique among its competitors by creating a pleasant working environment for its employees. The company’s reputation is also highly crucial in measuring the employee value proposition.
Difficulties in determining EVP globally
However, several factors may drawback the determination of EVP on a global basis. Firstly, companies have different cultures. For instance, there are companies that have proved to value their customers significantly within their operations. Other companies tend to value their products or services, and they set them as their priority (Evans & Vladimir, 2009). This is the reason why there are organizations that conduct significant lay-offs regularly. There is a crucial challenge when an organization does not value its employees. Instead of an organization, to concentrate on attracting and retaining high-quality talents, they concentrate on their clients and their products.
This serves as one reason for difficulties in determining EVP globally. Another possible reason is that what is valuable for one company may not be the same in another company. Every company has its policies defining what is valuable and what is not, and this differs from one company to another (Ulrich & Brockbank, 2005). The components of EVP also entail the rules and regulations of a country in which the company is operating. Most of the benefits accorded by the company must be in accordance with the country’s rule of law. This also differs from one nation to another, and this may limit the determination of EVP globally.
Consideration of clearly understanding EVP
The EVP information should be clearly understood by the company for its own benefit and that of employees. Some of the considerations, which can make this possible process include the company should incorporate the best ways of recruiting new employees. Thorough research of how to recruit the best candidate, who excellently fits the job description, should be conducted. Another consideration is how the company welcomes its new employees. Most of the organizations tend to ignore this factor, but it has proved to be truly essential, as it is one factor of retaining employees in the organization (Ulrich & Brockbank, 2005).
It is the nature of any person to feel and work comfortably, while he or she is accorded a warm welcome. The organization should also be concerned with the way employees live within the organization. The values and ethical principles of the organization should be used as the guide for the employees.
The adherence to values and ethical principles of the organization would enable the employees to relate well with one another, and work comfortably. In addition, an organization should ensure that employees are also growing together with the organization. As the organization develops, the employees should as well be growing. The realization of their growth would ensure their continued stay within the organization. This would also ensure a comfortable feeling, which would facilitate employee productivity. The final consideration is how an organization rewards its employees (Ulrich & Brockbank, 2005).
The company should have a well-defined system of rewarding its employees accordingly. This is the most crucial consideration, as it marks the best point of understanding between the employer and the employee. It is a clear indication that both parties appreciate one another’s work within an organization. A company without a good, rewarding system tends to de-motivate its employees, and they end up quitting and joining competitors.
Importance of understanding EVP
It is always beneficial for an organization to understand the EVP. According to several researches done by employment consultants, it is evident that understanding EVP is a free resource that every organization should adopt. Engaging the workforce more in crucial decision-making processes would result in better results. Employer-employee relationships prove to bring more changes that are positive in an organization. It is recommendable for any organization to develop its unique brands for the sake of their prospective employee (Ulrich & Brockbank, 2005). The EVP information communicated to all employees would result in people who are aware of what is expected of them.
Through this understanding, the productivity of the company would eventually increase. The major aim of any organization is to maximize its profits, and this may be achieved through the proper use of EVP. It is essential to note that employees are not only interested in salaries and other benefits, but also to feel being part of the organization. The use of EVP would assist considerably in attracting, recruiting, and retaining the most competent employees in the industry (Ulrich & Brockbank, 2005). Workforce engagement would always lead to prioritizing human resource policies, hence increased output.
Building a different EVP
According to the report given by the corporate leadership council, an organization is capable of building a different EVP. For instance, an organization may manage this by researching the factors that would make its EVP stand out in the labor market. An organization should work towards investing in the issues that would make it unique from its competitors (Evans & Vladimir, 2009). Studying the labor market for its competitors would make the company attract the best employees in the market. Another possible way is through a company conducting an employee workshop to identify the most crucial attributes of EVP. The employees always contain the best information to be incorporated in EVP. Every employee is aware of what he or she expects from the employer, and this makes him or she feel free to communicate openly to the relevant people. The employer should try as much as possible together information from the employees for the best building of EVP.
Reference List
Evans, P., & Vladimir, P. (2009). The global challenge: International Human Resource Management. New York: McGraw-Hill Higher Education. Web.
Ulrich, D., & Brockbank, W. (2005). The HR value proposition. New York: Harvard Business Press. Web.