As the economy improves, employees will be more free to move between organizations. What will keep employees from leaving your organization? What can you do to attract them away from others? Learn about the EVP and how to prepare for the coming employee wave.
5. Organizational Commitment
Normative
Employees stay because they “ought to”
Commitment
These types of employees stay out
of feelings of obligation; for some
reason, they feel like they should.
Continuance
Commitment
Affective
Commitment
6. Organizational Commitment
Normative
Commitment
Continuance
Employees stay because they “have to”
Commitment
These types of employees stay because the cost of
leaving is too great. These costs could be
economic, but also include things like social costs.
Affective
Commitment
7. Organizational Commitment
Normative
Commitment
Continuance
Commitment
Affective
Employees stay because they “want to”
Commitment
These types of employees stay because
they strongly identify with organizational
goals and feel a positive emotional
attachment to the organization.
8. Organizational Commitment
Normative
Commitment
In times of economic downturn,
Continuance organizations can get good talent for cheap
Commitment prices because a lack of options and a tight
budget build continuance commitment.
Affective
Commitment
9. Organizational Commitment
Normative
Commitment
Continuance
Commitment
That’s what has happened recently.
Affective
Commitment
10. Organizational Commitment
Normative
Commitment
Continuance
Commitment
Except that people are starting to shift
away from continuance commitment as
the economy climbs out of this trough.
Affective
Commitment
11. Organizational Commitment
Normative
Commitment
Continuance Employees feeling only continuance commitment
Commitment are finding that they are more mobile now than
they were two or three years ago.
Affective
Commitment
13. Organizational Commitment
Employees
terminated
Employees that
through
voluntarily quit layoffs and
discharges
In fact, in October of 2010, the number
of employees terminated through
layoffs and discharges was smaller
than the number that voluntarily quit.
15. Organizational Commitment
Threat Opportunity
What can we do What can we do
to keep our to attract the
best people best people
from leaving? from elsewhere?
20. Employee Value Proposition
The Old Way The New Way
We expect people to pay their We think of our people as
dues and work their way up the volunteers and know we have
line before they get the top to try to deliver on their dreams
jobs and big bucks. now if we are to keep them.
We have a strong value We also have a distinctive
proposition that attracts employee value proposition
customers. that attracts and retains
talented people.
21. Employee Value Proposition
The Old Way The New Way
We expect people to pay their We think of our people as
dues and work their way up the volunteers and know we have
line before they get the top to try to deliver on their dreams
jobs and big bucks. now if we are to keep them.
We have a strong value We also have a distinctive
proposition that attracts employee value proposition
customers. that attracts and retains
talented people.
This “new way” is essential to attracting
and retaining talented people.
22. Employee Value Proposition
As part of the hiring process,
employees have traditionally had to
present what you could think of as an
organizational value proposition.
29. Employee Value Proposition
This Employee Value Proposition
(EVP), introduced in The War for
Talent by McKinsey & Co.,
originally included four elements.
30. Employee Value Proposition
With the rise of the current generation,
a fifth is becoming an equal priority.
31. Employee Value Proposition
Exciting Work Great Company
Ample Rewards Growth and Development
Work/Life Balance
32. Employee Value Proposition
Exciting Work Great Company
Ample Rewards Growth and Development
Work/Life Balance
(The new one.)
33. Employee Value Proposition
Exciting Work Great Company
People want challenging jobs that they can feel
passionate about doing: jobs that are
demanding, stretching, and full of requirements
Challenge, Innovation, Passion that are interesting and worthwhile.
Ample Rewards Growth and Development
Work/Life Balance
34. Employee Value Proposition
Exciting to work for organizations
People want Work
that are well managed, practice
Great Company
admirable cultures and values, and
Challenge, Innovation, leaders.
have great Passion Management, Culture, Leadership
Ample Rewards Growth and Development
Work/Life Balance
35. Employee Value Proposition
Exciting culture, two(1) a strong
Regarding Work aspects are
especially important:
Great Company
emphasis on performance, and (2)
Challenge, Innovation, Passion
an open and trusting environment. Management, Culture, Leadership
Ample Rewards Growth and Development
Work/Life Balance
36. Employee Value Proposition
Exciting Work Great Company
Challenge, Innovation, Passion Culture, Leadership, Management
People want to be compensated equal to the value
Ample Rewards Growth and Development
they create and the opportunity cost of choosing
their organization. They also want to be recognized
Pay-for-Performance, Market Equity and valued for their individual contributions.
Work/Life Balance
37. Employee Value Proposition
Exciting Work Great Company
Challenge, Innovation, Passion Culture, Leadership, Management
Ample them developorganization to
People expect their
help
Rewards Today,skills.
Growth and Development
people realize that their only real job
security is the skill set they posses.
Pay-for-Performance, Market Equity Feedback, Mentoring, Opportunities
Work/Life Balance
38. Employee Value Proposition
Exciting Work Great Company
Challenge, Innovation, Passion Culture, Leadership, Management
Ample Rewards Growth and Development
Pay-for-Performance, Market Equity Feedback, Mentoring, Opportunities
Work/Life Balance
Many individuals, particularly
Millennials, crave work-life balance.
39. Employee Value Proposition
Exciting Work Great Company
Challenge, Innovation, Passion Management, Culture, Leadership
Ample Rewards Growth and Development
Pay-for-Performance, Market Equity Feedback, Mentoring, Opportunities
Work/Life Balance
44. Articulate a Purpose
Market the Opportunity
Give Undivided Attention
Communicate Considerately
Set Up Listening Posts
45. Articulate a Purpose
Market the Opportunity
They match really well with
The War for Talent’s EVP
concept. If you’re interested in
these, look up Picoult’s article.
Give Undivided Attention
Communicate Considerately
Set Up Listening Posts
46. Articulate a Purpose Exciting Work
Great
Exciting Work
Company Work/Life
Market the Opportunity Balance
Ample Growth and
Rewards Development
Great
Give Undivided Attention Company
Growth and
Communicate Considerately Development
Great
Set Up Listening Posts Company
48. People can feel normative, continuance, or affective commitment
There is both a threat and opportunity regarding the acquisition of talent
The old way of thinking made sure employees paid their “dues”
The new way of thinking considers their dreams and desires for opportunity
The old way of thinking considered marketing only to customers
The new way of thinking suggests crafting an Employee Value Proposition
Employees value exciting work, a great company, ample rewards, growth and
development, and work/life balance
An EVP can help you take advantage of the oncoming tide of potential employees
Consider how you measure up in each area of the EVP
49.
50. The Coming Employee Wave
The Tug-of-War for Talent
in our Post-Recession Economy
Daniel Larsen - http://www.linkedin.com/pub/daniel-larsen/19/8b8/910