Incorporating your Employee Value Proposition into your Competency Framework
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A snapshot of our presentation on how to incorporate your EVP into the competency framework of your organisation
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Incorporating your Employee Value Proposition into your Competency Framework
- 1. Incorporating your Employee Value Proposition into your Competency Framework
- 2. Who are we? “Our vision is to deliver brand led, digitally driven selection tools so clients and candidates find their perfect match ”
- 3. What we’ll be covering • What is an EVP and why do they matter? • How does this link to the world of assessment and competencies? • How will it help you retain a motivated and productive workforce? • Real life examples from TMP
- 4. What is an EVP? The articulation of what makes an organisation unique as an employer The basis on which people should join, and stay with, an organisation Based on authentic employee insight about an organisation’s employment offer Provides an anchor for external and internal employer messaging EVP
- 5. Why do EVPs matter?
- 7. What does an EVP look like?
- 8. Why should you link it to your competency framework? Organisation-wide benefits of delivering a consistent brand message: Engagement Productivity Retention
- 9. What is the impact of a misalignment between the EVP and CF? Branding and CF developed separately. Assessment process didn’t match with values or brand. Misaligned candidate experience. Hiring managers did not buy into the process.
- 10. To access the full presentation, please contact: Dan Brieger – dan.brieger@tmpw.co.uk So Yi Yeung – so.yiyeung@tmpw.co.uk
Notes de l'éditeur
- Dan - So the benefits of linking it to your competency framework are: Engagement – as candidates think, yea this is what I was expecting and what I was told originally. Your recruitment comms match your assessment processes. Definition: “People want to come to work, understand their jobs, and know how their work contributes to the success of the organization. Engagement also improves quality of work and health.” Can see how linked to marketing, comms and assessment. In some of the research I’ve done. Productivity increased by having and engaged workforce. organizations with a high level of engagement do report 22% higher productivity, according to a new meta-analysis of 1.4 million employees conducted by the Gallup Organization. Retention - Once in a new role, a fifth found the job differed from what they expected, whilst many found the work less challenging than they were led to believe it would be, suggesting that employees are being mis-sold jobs by prospective employers. Linking the two ensures that you are recruiting the right candidates into the right roles. Candidates that understand what the organisation is all about and are assessed in a fair and consistent way, in line with the EVP. Candidate experience is consistent embedding EVP in your competency framework helps to embed that culture in your organisation. I like to think of it as – Imagine you’ve bought a Rolls Royce, you open the bonnet and there’s a nissan engine in there. The drive won’t be the experience you were expecting. No offense to any Nissan employees or people with Nissan cars. Benefits of having this link improve employee engagement and performance.
- So you might be thinking what’s the impact if your EVP isn’t consistent with your Competency Framework? We have a real life example of working with a client who had done this. Unfortunately, I can’t share the name of the client for confidentiality, as they are an example of how not to do it. This was a technology company who are very creative, forward thinking, who always want to push the boundaries and step outside the box. Their existing EVP and competency frameworks were developed separately. They were very different: EVP was forward thinking and innovative, Competency framework was very corporate and traditional, and following on from the competency framework, the subsequent assessment tools designed were again very traditional and corporate, not necessarily brand led. So they were delivering a very different message – the EVP was saying come work for us, we really value creative people, whilst the competency framework was saying we value more of a traditional approach. So they were delivering a v different message: Right up to application, the message was come work for us, we’re really creative and people who think outside the box Once candidates applied, the message was actually we value more serious, traditional people This misalignment meant that there was a confusing candidate experience, which led to high drop out and attrition early on in the assessment process. The other thing was that internal hiring managers who were delivering the face to face interviews and assessment centres, thought this is not us, not bought into the process at all and didn’t enjoy using the materials. SUMMARY: inconsistent candidate experience and difficulty getting internal stakeholder buy in