The three-step method for designing a relevant and differentiated EVP 

Despite 47% of employers actively investing in employee listening, 42% of workers say their employers aren’t meeting their needs (an increase from 19% in 2022).⁷ For those employers that are already listening, what are they missing? And for those that aren’t, how do they build a strategy that tunes in to employee needs?

Societal changes (including globalisation, personalisation, and an increasing focus on inclusion, well-being and sustainability) mean aspects of the EVP are changing faster than ever. Refreshing the EVP to stay relevant to candidates and employees while balancing the needs of all stakeholders is key. To achieve this, start with active listening. Internally, tried-and-tested employee listening tools, such as conjoint analysis and preference surveys, are still useful for getting to the heart of tangible benefits like pay or flexibility. 

But it’s coupling this with employee behaviour analysis that truly helps companies understand what matters to people. Behavioural analysis may encompass the benefits employees use or data surrounding progression, leave, and absenteeism. Employee listening and behavioural analysis are two sides of the same coin; the former tells us what an employee says, the latter what they actually do (also known as the say-do gap). For example, two in five employees say designing work with well-being in mind is the best way to support their well-being.⁸ Yet only 16% say they stay with their employers because of the well-being initiatives on offer.⁹ Being mindful of the say-do gap means HR leaders can target their spend toward strategic solutions.

Addressing the say-do gap for the intangible parts of the EVP can be more challenging, but it’s these elements that differentiate an employer from competitors. Efficient tools such as digital focus groups  can help you get deeper insights and synthesise them quickly. The opinions of recruiters and candidates can also be an important data point for understanding perceptions of your business. For example, you can test perceptions regarding culture, how connected people feel to the organisation and to their teams, and how purpose is felt internally and expressed externally. 

Combine these tools with the right listening strategy  that encompasses when, where and how to listen — and what to listen for. Strategic listening is also more accessible today given improved access to data, people analytics and new AI-driven capabilities. Together, these tools can help you address the say-do gap and stay ahead in your efforts to respond to employees’ needs. Keep your approaches targeted by focusing on key moments that matter within the employee journey — those moments that have the biggest influence over how a person feels about their employer. It’s crucial that companies see the EVP as a lever for real organisational development, not just as a communication or employer brand tool.

To avoid negative social media attention and create stronger connections with candidates and employees, employers need to go beyond just “window dressing.” It can be tempting to craft messages that meet most employees’ needs, but if this is misaligned with business strategy and isn’t felt in the day-to-day employee experience, it will hurt buy-in. Likewise, if the EVP is overly ambitious in comparison to today’s realities, it may feel inauthentic to candidates and employees.

Activating the EVP is an important step. To achieve this, ensure that leader/manager messages and behaviour align with the values that underpin the EVP (for example, diversity and inclusion, growth and mobility, etc.) and that HR programmes and policies align with it. Some things are relatively simple to change, such as improving benefits policies. Others, such as improving career progression and internal mobility or redesigning work to improve work-life balance, may require longer change efforts and greater investment.

One challenge will be targeting limited budgets. Co-creating how the EVP is lived at key moments that matter helps you prioritise investments, adapt value messages to key talent segments and design an experience that feels connected. Establishing design workshops that tackle EVP gaps and break down HR silos will mean a more holistic experience. When done right, this will take time, but it’s well worth the investment. However, it’s also important that the improvements be communicated continually — both internally (change management) and externally (employer branding) — otherwise, the best ideas will fall flat.

A robust EVP helps companies drive business outcomes, improve recruiting, increase engagement (through reduced absence and improved productivity), retain talent and build brand awareness. Ultimately, it’s important to do this affordably while getting the best from your people day in and day out.

To hold the business accountable, the EVP should be linked to clear metrics. This is a historical challenge, and common pitfalls remain:

• After using metrics to create the business case for investment, longer-term measurement and governance fall down.
• Metrics aren’t linked to the goals of the initial project or the business.