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Developing Your Employer Value Proposition

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Developing Your Employer Value Proposition

  1. 1. Welcome To The Webinar… Company Branding: Developing Your Employee Value Proposition (EVP) March 21, 2012 | 10-11 am In order to hear the presentation please call 1(646) 558-2117, access code 615-230-082 followed by the audio PIN you received when you joined the webinar All Participant Phone Lines are Muted at This Time
  2. 2. Kimberly Benjamin, PHR,CERP Workforce Development Specialist, Michigan Primary Care Association Encourage and facilitate Community Health Center participation in national and statewide recruitment and retention programs Design and implement strategies to assist Community Health Centers in developing an effective recruitment and retention plan that will include plan evaluation and assessment tools Develop a Workforce Planning Center to assist Community Health Centers in recruiting and retaining a quality health workforce Assist Community Health Centers in marketing employment opportunities using a variety of media.
  3. 3. Our Main Learning Objectives •Learn how to develop company branding statements in order to turn your employee value propositions into marketing tools •Identify your organizations unique identity •Learn how to examine various ways to communicate your employee value proposition to applicants and employees
  4. 4. Today’s Agenda  What is an employee value proposition?  Why you should develop an employee value proposition?  Review employee value proposition examples  How to gather data to create employee value propositions  Review samples employee value proposition documents created for Michigan Primary Care Association  Learn about the Certified Employee Retention Program  Q/A
  5. 5. What is an Employee Value Proposition It Is…a written statement that tells applicants and employees what you will provide for them It Should…distinguish you from your competitors for talent It Must…answer WIIFM, ”What’s in it for me?” It Also Must…be true and pass the “sniff test” of your current employees It Can…be developed for individual departments or even for specific jobs versus your entire organization And Our Company Must…live it every day and keep it fresh in employees’ minds by reminding them with your words and your behaviors 5
  6. 6. Why Develop An EVP? A global study conducted by the Corporate Leadership Council found that organizations that developed and managed their EVPs effectively:  had higher new-hire commitment levels after both 1 and 12 months of service  attracted many more passive job seekers  paid less to new hires 6
  7. 7. EVPs Drive Embeddedness A classic study by Terence Mitchell, Thomas Lee, et. al. found that employees’ degrees of job embeddedness predicts whether they will leave their jobs. The three aspects of job embeddedness are:  Links…between the employee and the organization and its people  Fit…compatibility between an organization and the employee’s own environment  Sacrifice…the cost of material or psychological benefits that would be lost by leaving the job 7
  8. 8. Research-Driven, Process-Based 8
  9. 9. 10 Points for Rethinking Retention 3 Principles…  Point #1. Employees quit jobs is because they can  Point #2. Employees stay is for things they get uniquely from you**** (what are they?)  Point #3. Supervisors build unique relationships that drive retention…or turnover 9
  10. 10. Rethinking Retention For supervisors…  Point #4. Hold supervisors accountable for achieving retention goals  Point #5. Develop supervisors to build trust with their teams For people management processes…  Point #6. Narrow the front door to close the back door  Point #7. Script employees’ first 90 days  Point #8. Challenge policies to ensure they drive retention   For top management…  Point #9. Calculate turnover’s cost to galvanize retention as a business issue   Point #10. Drive retention from the top, as executives have the greatest impact on achieving retention goals       10
  11. 11. Poll Question #1 Do you have an Employee Value Proposition Developed for your organization?
  12. 12. Poll Question #2 What are some things, benefits, experiences or privileges that employees get uniquely from your organization?
  13. 13. EVP Example #1: ASK Foods Healthy foods…Family-owned…Serving the United States from Palmyra, PA At ASK Foods, our team is proud of the healthy and tasty foods that we make and ship to supermarkets across the country. Founded and managed from the heart by the DiMatteo family, we are driven to make ASK Foods a great place to work. Our jobs are challenging – like a NASCAR pit crew- as we work with speed and skill. If you would like to put your reaction time to the test and learn the food industry, come join the ASK family! With ASK Foods permission 13
  14. 14. EVP Example #2: IPSoft IPsoft is a global, industry-leading managed services and application development organization, offering a complete solution to enterprise customers for outsourcing global IT infrastructure operations. We succeed through our commitment to serving our customers, the strength and intellect of our human capital and our drive for superior results. We recognize the value of a committed, hyper-driven, rocket-science caliber workforce. We provide our staff with the opportunity to grow both personally and professionally, and to develop skills and knowledge that promote present and future success. IPsoft employees come to work every day looking for better ways to improve our customer’s experience. They’re on the front lines, answering the phones, behind the scenes developing new initiatives/solutions, or in one of our global locations providing service to our international communities. They’re the reason we’re an industry leader in the Managed Service industry. Our Human Capital is our most important asset! 14
  15. 15. EVP Example #3: Starbucks It's a lot like working with friends. We call each other "partners". We respect our customers and each other. We're dedicated to serving ethically sourced coffee, caring for the environment and giving back to the communities where we do business. And we're still small enough to remember your name when you walk in the door. 15
  16. 16. EVP Development Map Gather Data Balance Facts Against Opinions Consider WIIFMs: “What’s in it for me?” Top Management Approves EVP Communicate EVP to Current Employees Communicate EVP to Applicants Live and Reinforce EVP Every Day 16
  17. 17. Gathering EVP Data What You Know What Employees Tell You • Company history, mission • Employee survey/exit statement, strategic plan, targeted markets, survey results, targeted products’ effectiveness, focus groups, rumors and customer perceptions, grievances, voluntary and historic business performance, top 5 involuntary turnover, company stories, pay engagement survey practices, benefits’ scores, common competitiveness, development dollars compliments and spent, career trends, complaints…and Stay company slogans Interview results 17
  18. 18. Possible EVP Inclusions • Improve customers’ lives • Company age and historical • Continuous learning highlights • Strong leadership/supervision • Stability via earnings consistency • Career advancement/promotions • No layoffs • Policy/product input • Great pay • Broad product/service reach • Performance pay • Family-owned/family environment • Outstanding benefits • Listen, respect, care • Flexible work schedules • Recognition • Smart, collaborative colleagues • Challenge • Advanced technology/equipment • Environmental commitment • Autonomy • Company/employment awards • Supportive environment • Career preparation 18
  19. 19. Which Inclusions Matter Most? The Corporate Leadership Council studied 38 possible inclusions in EVPs and found 3 specific ones drove both attraction and commitment:  Development opportunities  Future career opportunities  Respect Should you include these in our EVP? Only if you provide them! 19
  20. 20. Advantage Small Companies A study pointed out advantages small companies have over large ones that impact engagement and retention. These advantages reinforce the power of EVPs and employment branding in small companies:  More bang for the buck: employees have more responsibility, accountability, and opportunity to gain self-esteem  Shorter line of sight: each has greater impact on achieving organizational objectives and reaching key numbers  Collaboration: work groups are more unified, communications are easier, employees work together better  Career development: new products and growth produce more per-person leadership roles, coaching is closer  Fun: small businesses are more likely to celebrate personal achievements and company successes 20
  21. 21. Poll Question #3 Who do you think should develop your organizations EVP?
  22. 22. Who Develops Your EVP? The person responsible for EVP development should follow this path: 1. DATA: Present most important data to your executive team along with HR and Marketing executives 2. TOPICS: Solicit topics for inclusion and challenge those that are unrealistic, that won’t pass the sniff test 3. LANGUAGE: Agree on who will draft the EVP language 4. AGREEMENT: Achieve stacked-hands support of top team including CEO or local executive 22
  23. 23. Communicating Your EVP To Applicants To Employees • Post on company employment • Ask Marketing to plan an site internal “product rollout” • Make 1st interview question • CEO/top executive leads, “What do you know about our company?” and follow with EVP, cascades communications posted on wall through management chain • Have EVP visible in applicant • Reinforce EVP in onboarding, reception area and all areas training, on walls, newsletters, applicants see other publications • Add EVP to annual report 23
  24. 24. Positioning Statement Development Map Study EVP Identify Phrases that Trigger Emotions Consider Your Targeted Employment Market Maybe Connect to Product Branding Develop Positioning Statement Communicate Statement to Applicants and Employees Drive Statement Through Leaders’ Spoken and Written Words 24
  25. 25. Trigger Emotions Consider the values of your targeted employment market: What is important to them?  Who will I help? Does working for your company make me feel like a better person?  Are you “green”… environmentally sensitive?  Are you stable or will you lay me off?  How do I know I can trust you?  Will I be proud to tell others that I work for you?  What will I learn?  Do you really offer careers or just jobs?  Do you care about my life or just my performance? 25
  26. 26. Position Statement Examples General Mills: “A great place to start. A great place to stay” eBay: “You can find a lot of cool things on eBay. But you won’t find anything cooler than our jobs” Quicken Loans: “What does the DIFF mean?” Delta: “Delta employees don’t just travel the world. They work to improve it” Publix: “If you think shopping at Publix is a pleasure, try working here” 26
  27. 27. EVP Training Section
  28. 28. Poll Question Assignment Identify two key words that should be included in your employee value proposition statement
  29. 29. Poll Question Assignment Create an employee value proposition sentence (or statement) that includes the keyword that you identified in the last assignment.
  30. 30. How We (MPCA) Implemented the Stay Interview Process 1. Enrolled in The Retention Institute Certified Employee Retention Program (CERP) 2. Completed modules 1 and 2 3. Watched an online training sessions on how to develop an employee value proposition 4. Reviewed company mission statements to determine key words and messages to incorporate in EVP 5. Developed a list of potential EVP Statements 6. Allowed employees to identify the top EVP statements that best fit the organization’s culture 7. Developed OFFICIAL Employee Value Proposition Statement Marketing Flyer 8. Incorporated the official EVP wording on our web site and recruitment marketing material.
  31. 31. Review EVP Supporting Documents 31
  32. 32. Dick Finnegan, CEO C-Suite Analytics 407.694.3390 32
  33. 33. Finnegan Background • “Recovering HR director” who has solved turnover and across 6 continents including Siberian banks, African gold mines and the CIA • Author of “Rethinking Retention in Good Times and Bad”, endorsed by Business Week as offers “fresh thinking for solving the turnover problem in any economy” • Author of “The Power of Stay Interviews for Engagement and Retention”, to be published by SHRM in Q3, 2011 • Noted as employee retention expert by SHRM, Business Week, Chief Executive Magazine, Consulting Magazine, and HR Excellence Center of China 33
  34. 34. 6 CERP Modules Module #1:  Building Blocks Module #4:  Narrow the Front Door  Executive Sponsor Hiring Those Who Stay Organizational Areas Check Progress Turnover Cost Study Module #5:  Script the First 90 Module #2:  Operationalizing Days Retention Tipping point Retention Goal-Setting Onboarding Exit Surveys Module #6:  Challenge Policies Policy Review Module #3:  Tool Building Strategic Benefits Employee Value Proposition   Includes Stay Interviews! Employment Branding “The Power of Stay Interviews for Trust Building Engagement and Retention”, SHRM, 2011 34
  35. 35. 4 Concluding Thoughts on EVPs • Ordinary to Extraordinary: EVPs are your stake in the ground, who you are, what you must measure up to…and move you from being undefined to defined, from ordinary to extraordinary • Executives must participate, buy in, and commit to living the words…or this is just another short-term management activity • Who Defines You? EVPs are like company culture in that you always have one; your decision is whether you define it or others define it • Current employees must buy in…the sniff test…as the Corporate Leadership Council found employees believe the most credible source for learning company information is “current employees” 35
  36. 36. More Information Kimberly A Benjamin,PHR 517.827.0468

Notas del editor

  • Time: about 1 minute Describe learning objectives so participants have clear understand of the take-aways of this session
  • Time: About 3 minutes Facilitator should introduce program by reading the agenda but withhold on explaining items in detail as each will be explained as the program moves forward
  • Time: about 5 minutes Facilitator should ensure the schedule is realistic and supported by top management Facilitator should ensure top managers will fulfill their schedule obligations, as managers and supervisors can only conduct their interviews after they have participated in one as an employee Ensure all participants record the 3 dates