The document outlines 10 reasons why traditional approaches to developing Employee Value Propositions (EVPs) are flawed and ineffective. It argues that common practices like surveys provide poor quality data, EVPs are disconnected from employees' real experiences, and they are not tailored to different employee groups. The document calls for a reinvention of the EVP approach to make them more authentic, meaningful, and aligned with employees' day-to-day experiences of working at an organization.

1. 1
10 reasons why it’s
time to re-think the
Employee Value
Proposition (EVP)!
e3reloaded.com

2. 2
The approach to
research lacks
substance and needs
a total reinvention.
The inputs for EVP’s are typically gathered by asking employees questions
about their experiences and using outdated employee engagement
survey data. There are two problems here. The first is that sometimes
it’s only the Senior Leaders who are involved, so a vast majority aren’t
represented. Second, people are terrible at accurately describing
their life. They only present the positive. Or they don’t give clear
examples. Or they’re biased by a recent event.
Garbage data in leads to garbage EVP out.

3. 3
They (EVPs)
don’t mean
anything!
EVPs are just words on a piece of paper.
Bland statements, sitting inside a circle. Largely disconnected from reality.
There is no value. Do they actually translate into the day-to-day experience
of ALL employees?

4. 4
They don’t
last...
EVPs have a short lifespan.
We often see a team spend two years building an EVP.
Then, by the end of the two years, the team has turned over.
People have left the company, been promoted, or there has
been a re-organisation. In the end, the EVP isn’t sustainable.

5. 5
They
are too
expensive.
Organisations spend millions on something that doesn’t result in
real change. Investing in consultants to theorise something, then
there’s the all the time spent by employees??
It’s a huge investment for something that doesn’t mean anything
and results in no tangible outcome.

6. 6
Employees
don’t believe
them.
The words aren’t consistent with their actual experiences.
So they roll their eyes, and just forget about it. And in some
cases EVPs become something that is laughed at or used
sarcastically in office banter.

7. 7
It’s a view of the
organisation
through rose-coloured
glasses.
Why are EVPs always lofty, inspiring adjectives?
Reality surely isn’t that way. An EVP should be both positive
and negative, balancing the greats and acknowledging the
not-so-greats. Enough with the bland, it’s time to be more
authentic.

8. 8
They aren’t
communicated
properly.
After all of the months of work, they aren’t communicated in
an engaging way. Creating templates isn’t communicating
something. Producing brand guidelines and choosing stock
images isn’t going to cut it. And sending it out on email for all
staff to interpret = failure.

9. 9
They are
disconnected
from the
consumer /
corporate brand.
We forget that most people are attracted to an organisation
based on its consumer or corporate brand.
We miss the connection to the brand and the reason the
company exists.

10. 10
EVPs aren’t
tailored to
different audience
segments.
Different talent groups have vastly different needs and decide to
join, stay or leave an organisation for different reasons.
Front-line sales staff are motivated by a completely different set
of reasons than engineers or the senior leadership team.
And yet the current approach to EVPs doesn’t allow for this.

11. 11
They constantly fail
to deliver: what we
say versus what we
do is inconsistent.
Very rarely is an EVP communicated and brought to life across
every touchpoint in the candidate, employee and alumni
experience. There is a huge disconnect between what we
say and what we do. There is often little to no alignment and
employees can’t see the proof or the connections.

12. 12
We are taking a stand
against bland.
We are working with
organisations who want
to create real change and
make their EVPs mean
something.
e3reloaded.com