View
1.263
Download
0
Category
Preview:
DESCRIPTION
Presentation from the ERE Expo 2010 Fall in Florida, presented by Dan Nielsen.
Citation preview
Developing a High Impact Employment Value Proposition
Presented by: Dan NielsenTowers Watson Recruiting Segment Leader
How to Stand Out From the Crowd
2
Agenda
Defining the Employment Value Proposition (EVP)
10 Steps of Creating and Disseminating a Powerful EVP Steps 1 – 6: Developing the EVP Messages Steps 7 – 10: Building and Delivering Your EVP
3
Defining the Employment Value Proposition
The sum of everything you invest in your employees — financially and nonfinancially — defines your organization as an employer, and influences who joins, stays and leaves
Retention
Engagement
Today, we will focus on AttractionAttraction
Steps 1 – 6:Developing the EVP Messages
towerswatson.com 4Presentation2
Scope the EVP
Research and draft a “straw man”
Gain buy-in from leadership
Define message categories
Debrief participants
Analyze and test
5
Step 1:Scope the EVP
Company
Business Unit CBusiness Unit BBusiness Unit A• Line of Business #1
• Line of Business #2
• Line of Business #1
• Line of Business #2
• Line of Business #3
• Line of Business #1
• Line of Business #2
• Line of Business #3
• Line of Business #4
• An entire Unit may seek common candidates or offer synergies attractive to all prospects
• This EVP should be created at the Business Unit level
6
Business Unit CBusiness Unit BBusiness Unit A• Line of Business #1
• Line of Business #2
• Line of Business #1
• Line of Business #2
• Line of Business #3
• Line of Business #1
• Line of Business #2
• Line of Business #3
• Line of Business #4
Company structure may not map directly to your EVPs
Company
• Some Units have such fragmented candidate populations that it would be awkward to force common messages across the groups
• Separate EVPs should be developed
7
Business Unit C• Line of Business #1
• Line of Business #2
• Line of Business #3
• Line of Business #4
Scope your EVP based on what makes sense to your candidate population
Company
• Within a Business Unit, there may be logical groupings of Lines of Business
Business Unit BBusiness Unit A• Line of Business #1
• Line of Business #2
• Line of Business #1
• Line of Business #2
• Line of Business #3
8
Step 2:Draft a “straw man” based on research Use what already exists to create a vision for the project Business plan Sales/marketing materials Intranet/internet research Industry trends and competitor information Employee surveys Exit interviews Industry awards and rankings Community involvement, environmental sensitivity Social aspects of job Intangibles such as on-site gym, proximity to public transit,
shopping or restaurants, etc.
9
Step 3:Build a business case for leadership An EVP is needed to address changing candidate
attitudes
* Source: 2010 Towers Watson Global Talent Management and Rewards Survey
10
The data is clear: Today’s messages need to address security and loyalty
Source: Towers Watson 2010 Global Workforce Study
76% of the workforce want a secure position above all else
Job changes are at a decade-long low as employees sacrifice career advancement for security 81% are not actively looking for other jobs, even though 48% see no advancement in their current job and, 42% think they have to go elsewhere to advance
Candidates are tough to move 33% want to work for just one company 67% want to work for no more than three companies over
their careers
11
There are many other benefits to rolling out clear EVP messages Engage and attract desired talent
Define the future state and give interviewers confidence about delivering “aspirational” messages
Recognize talent that matches your culture
Help off-target talent self-select out of the process
Sustain desired candidates through counter-offer
Boost engagement of high-performers through interview team training led by leadership
12
Step 4:Define categories of messages you will address
Make sure you cover your past, present and future Strong company history can indicate sustainability Current marketplace position may be quite attractive Candidates react to a clear plan for the future
13
Seek out the “Active Security” your company provides
Source: Towers Watson 2010 Global Workforce Study United States
Emphasize your organization’s
flexibility, adaptability, and responsiveness
to a relentlessly changing global
business environment
Highlight employees’opportunity to build skills, plan their financial future, and live healthy lives —“active security” vs. “passive security”
Segment the workforce, personalize key elements of the deal
Personalization
The New Deal
AgilitySelf-Reliance
Highlight how you equip employees with skills and tools that make them valuable – able to secure their own future
14
Job security is fundamental, but don’t overlook underlying attraction drivers
10Competitive retirement benefits
910Reasonable workload
99 Competitive benefits
7108Vacation/paid time off
557Flexible schedule
476 Organization’s reputation as a good employer
345Convenient work location
234Challenging work
68Organization’s financial health
63Learning and development opportunities
821Career advancement opportunities
1
Gen X
1
Boomers
2
Gen Y
Competitive base pay
Attraction Drivers
Source: Towers Watson 2010 Global Workforce Study — Global
15
Engage leadership to solve your toughest issues
Gain agreement on your primary challenges, which could include: Unable to rely on compensation to convince people to join Candidates’ unwillingness to relocate because of housing
market Perception that the competition may be the employer of
choice Candidates’ hesitancy over company’s recent downsizing
16
Step 5:Debrief employees Ask leadership to identify trusted people for you to debrief Effective interviewers, managers, and sales people Recent hires from competitors and outside the industry Subject matter experts and thought leaders Longstanding employees Corporate support partners from marketing,
compensation, etc. Working from an organized list of questions, collect the
thoughts of leadership and those they identify Consider focus groups to debrief people with similar
backgrounds
17
Make sure to gather information that gets candidates over each “decision hurdle”
Industry Company Unit Job
• What makes this a vibrant industry in which a candidate can build a long term career?
• Why should a candidate choose our industry over others?
• Why will this industry continue to thrive in today’s economy?
18
Ask challenging, realistic questions
Industry Company Unit Job
• How are we better than our competitors?• What trends are we setting in the industry?• What is our financial strength?• What industry awards or rankings have we earned?• What strengths would our competitors claim for
themselves? What weaknesses would they cite about us?
19
Gather information that describes where candidates fit into to the bigger picture
Industry Company Unit Job
• Do we have recognized thought leaders?• What are we doing to better position ourselves vs.
competitors?• What investments in tools, technology, structures,
etc. give us an advantage?• How does this unit contribute to the company’s
overall mission?
20
Continue to probe for how this job builds active security
Industry Company Unit Job
• What new skills will this job give that make this person valuable to employers?
• How can this job secure a candidate’s future?• Why would a successful candidate leave a secure
job for this one?• What can we customize based on the candidate’s
skills and interest?
21
Step 6:Test and analyze information
“We have the largest market share.”
Business stability/job security
Diversity of challenging projects that help build “active security”
Possible EVP Implications
22
Constantly ask yourself: “What does this mean to a candidate?”
“We have the best resources.”
Opportunity to learn within a world-class process
Division of labor allows more focus and increased efficiency
Possible EVP Implications
23
Even obvious business strengths need to be translated into career advantages
“We have strong global presence.”
Opportunity for challenging, international projects
Potential for travel or future permanent transfers
Possible EVP Implications
24
Selling points are good ……but differentiators are required!!
Your Company The Competition
You are global
You’ve got great people
Your customer base is world-class
You support learning & development
What sets you apart?
They are global
They’ve got great people
Their customer base is world-class
They support learning and development
25
Steps 7 – 10:Building and Conveying Your EVP
Produce a formal EVP for internal use
Create/refresh external messages
Tailor messages to audience
Keep the EVP refreshed
26
STEP 7: Produce a formal EVP for internal use
Key messages drive all other communications
Recruiter’s Pitch and Talking Points
Positioning of the OfferInterview
Topics and Responses
27
STEP 8: Create/refresh external messages
Marketing Materials & University Brochures
Job Descriptions
Videos
Cold-Calling Scripts
EVP Drives Consistent
Messages to Prospects
Careers Site
28
STEP 9: Tailor messages to audience when dealing with candidates one-on-one
Industry Company Unit Job
One candidate may be interested in the job, but unsettled about the future of your industry
Another may be comfortable in your industry, but unsure how your job differs
from theirs
29
STEP 10: Refresh your EVP Make a revised EVP an annual deliverable for the
business Synchronize updates with logical, cyclical activity, such
as: Staff planning Business planning
Keep pace with your company – and the competition Create a folder to track ongoing messages throughout
the year Keep updated on the industry (Google Alerts, follow
companies on LinkedIn, etc.)
30
An EVP is worth the hard work Creating an effective EVP supports your business It helps your company stand out to the talent you wish
to attract It can position you for success tomorrow
31
Questions?
Let’s Connect!
Dan Nielsendan.nielsen@towerswatson.com314.719.5898www.linkedin.com/in/dannielsen
Recommended