Keeping your word - The secret to a successful Employment value proposition.
It’s estimated that around 40% of employees who depart an organisation do so within the first six months after joining. Almost half of these individuals jump ship to take up positions on the same salary level or less. The main reason? Employees simply did not have a clear idea of what the job would actually be like in real life.
The value of honesty in framing an employment value proposition
The average price of talent acquisition in the UK has been assessed at over £5,000 per hire. Against this backdrop, a desire to reduce employee attrition rates sits highly among most companies’ reasons for developing, communicating and maintaining an employee brand. So yes, ideally, that brand needs to be compelling. But for it to be of any real value to your organisation, it also needs to be honest and accurate - otherwise you risk facing disillusionment and early exodus of talent.
To keep you on track in the honesty stakes, we’d recommend that you take the following approach…
Put out a clear and consistent message
No sensible organisation sets out to deliberately put out a misleading employment value proposition. Yet there’s the potential for existing and potential employees to be misled not by design but by mixed and confusing messaging.
The ‘About’ page on your website, your company profile on LinkedIn, the comments of employees on social media, the informational video distributed by your recruitment partners: if the sum total of all of this is a mixed message about the values of your company and what it has to offer, there’s the potential for a recruit to make assumptions about you that simply aren’t correct. To avoid this, it’s essential to activate your global employer brand.
Employees look far beyond the job advert to find out what you are really like. Your proposition is effectively contained wherever you talk about your organisation, so ensure that you describe yourself in a consistent and accurate way. Also, job candidates and other individuals looking at your organisation will regard employee-generated content as a much truer indication of what to expect - as opposed to corporate marketing material.
Focus on real people and real experiences within your organisation - backed up by evidence
Avoid the temptation of promising “fast-track progression and promotion” if it simply isn’t true. Instead, focus on giving an accurate picture of what life in the organisation is really like. Employee brand ambassadors and employee profiles can be especially valuable here: real people giving a true picture of life within the organisation.
Ideally, the assertions you make should be backed up by evidence. Showcasing awards and accreditations can form another important part of this. Training and development provides a prime example: if you can’t offer a “wealth of formal training opportunities”, then leave it out of your value proposition. If you can offer this, give concrete examples in the form of staff profiles.
Conclusion: don’t drift into providing a misleading picture
CIPD found that the bigger the organisation, the more difficult it can be to avoid putting out a fragmented and misleading value proposition. If a company is active across multiple and diverse communication channels - perhaps with more than one recruitment campaign on the go at any one time, a framework is needed to ensure the core employment value proposition reflects reality. The message you give out needs to be simple and definite - and above all, accurate. Effective employer branding provides this framework.