Shifting the employee value proposition (EVP) to recruit and retain talent

Conference at CIPD Festival of Work 2022

Personalising the work experience for the “human” and not the employee

As society adjusts to post-pandemic life, there has been a diversion in how people want to live — and the employee is no exception. The relationship between people and their job is evolving, and employees are re-evaluating what they desire from their work lives, pressuring the EVP to reflect these unforeseen changes, which has proved an uphill battle for many organisations.

11 expert tips for retaining top talent

Putting health and wellbeing at the forefront of company goals

It’s no longer effective for companies to adopt a ‘nice-to-have’ approach to employee wellbeing; it needs to be integral to their business goals and day-to-day operations, both in and out of work. The blurred boundaries between home and work have taught people the importance of establishing a healthy work-life balance and preventing stress and burnout in the workplace, and millions of people are willing to switch jobs in pursuit of it. Scales expresses that employee wellbeing is not just about their physical welfare, but their mental and financial health too. Organisations risk an unengaged workforce if they lack effective financial wellbeing policies to alleviate cost of living concerns, as people begin to rethink their careers.

Keeping employees and candidates attracted without a work from home (WFH) policy

A big question was: How can organisations that can’t offer WFH compete with companies that do? In a nutshell, organisations need to change their attitude. As many industries, such as the hospitality sector, are unable to change the makeup of how work is done, Scales suggests that organisations need to be “clear and honest with their intent” and emphasise the benefits they do provide to keep employees and candidates attracted. She urges that companies should never shy away from not being able to provide a WFH policy, as “employees appreciate transparency and authenticity” in the workplace.

Preventing candidates from ghosting during the recruitment process

As the economy recovers, the tables have turned; the employer-led market has now shifted to a candidate-driven market, as the number of vacancies outweigh the number of top-tier candidates. Employers are forced to compete for top talent in their industries while lacking bargaining power, as the huge hole in the labour market has provided jobseekers with more choice.

Retaining your best employees and keeping them engaged

Scales disclosed that the top reasons employees leave Nestlé, according to a company survey, is due to salary and career development. Many reputable organisations are often seen as a “springboard” by young talent looking to kickstart their career and build a reputation for themselves to climb the ladder of success elsewhere. As workplaces are generally left coughing up the bill for extra training and recruitment, a strategic learning and development plan will make a difference to help retain talent.



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