When was the last time you analysed your organisation’s Employee Value Proposition (EVP)?
Of course, a successful EVP should act as a mission statement for an organisation’s relationship – or ‘the deal’ in other words – with colleagues.
But does your company’s EVP still hit the mark?
Let’s go back to basics. Mangement guru Jim Shaffer delivered a clear outline for the concept of the EVP.
He said: “It’s a statement of intent, which can be both implicit and explicit.
“Most organisations don’t have a written, formalised deal and some say it shouldn’t be written down.
“But all organisations have a deal of some kind, in the same way they all have a culture.
“It may not be the deal we want, or the culture we want, but we do have a partnership agreement.”
Certainly the external equivalent – known, unsuprisingly, as value propositions – are being given more attention than ever as firms begin to realise their significance.
Expert opinion is fairly united – the key to a successful mission statement is simple: people need to believe it.
Purely claiming you’re the best does not cut it – you need to prove it. This is where case studies and testimonials can be so important.
But what about an internal-facing mission statement to outline the relationship between the organisation and employees?
True, the basic requirements for internal and external remain the same – they need to be short, concise, punchy and direct, involving the audience in its very own description.
But it needs to go further too.
This interesting article from HR Zone highlighted some of the fundamentals required for a robust EVP.
* Use it as an opportunity to recognise and communicate change.
* Outline the benefits and rewards for employees working for the company.
* Link to business strategy and objectives.
Overall a successful EVP should be flexible, evolving alongside the business over time.
Give it some love and attention, and reap the benefits.