Its development implies the identification of the unique attributes that the company offers its employees, ensuring that these attributes generate value for the collaborator, in such a way that they become the reasons why the employee wants to stay in the company.
In this sense, the development of an EVP consists of three key steps:
1. What do I look for in a company?
The first step of the Value Proposition consists of the identification of characteristics “desired” by employees in an employer, normally these characteristics are segmented by the demographics of the employees in terms of age and marital status, for example.
Today we see more and more how people look for arguments of purpose that connect them and make them feel that their daily work has a greater impact on other people, beyond producing products or identifying with a recognized brand.
We usually find that today the majority of people in several generations look for a positive environment, with developed leadership, with the possibility of growth and with flexible working conditions.
2. What I look for in a company can I find here?
The second step has to do with the characteristics that employees find in the reality of their workplace. Many companies find an interesting gap between what they promulgate in their “culture posters” and what people experience.
Every day that gap closes, however, we continue to find that the experience of that employee is completely linked to the leadership of their work team, as if many miniworlds were connected, the issue here is that both that “miniworld” sounds like what the company wants. Additionally, the most important element to define those attractive and typical attributes of the company must also be consistent with the business strategy.
In other words, if we are talking about growth and expansion, the EVP must promote the attributes that attract and connect the profiles of professionals looking for that type of company.