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Executive McLean & Company Insight
A strong EVP provides a compelling but realistic view of the benefits of joining the
Summary organization while also leading to a connection that encourages employees to
stay.

• Talent attraction and retention challenges exist for all organizations, whether onsite, remote, or
Situation
hybrid.
• Only 22% of organizations report they have an employee value proposition (EVP), and of those
organizations, only 11% both believe their EVP is unique from competitors and have different
versions to capture the experience of different employee groups (McLean & Company 2023 HR
Complication • HR departments
Trends already
Report, 2022; strapped
n=743, for time spend the majority of their attention on other HR
n=158).
activities rather than the EVP (McLean & Company, 2022 HR Trends Report, 2021; n=405).
• When creating an EVP, organizations often forget about the employee voice and engagement,
neglect to look at competitors, and confuse the EVP with employer branding, leading to
inaccurate, misaligned, and undifferentiated EVPs.
Solution • Create a realistic and compelling EVP by using the employee voice to uncover employees’ lived
experience and the organizational offerings that employees highly value.
• Launch the EVP with a comprehensive toolkit that prepares key communicators to be stewards
of the employee experience.
• Fully integrate and sustain the EVP through strong communication partnerships across the
organization that reach both internally and externally.
McLean & Company | 2
Developing an EVP is a large project requiring
substantial time and resources
Creating an EVP…
• Is an iterative and collaborative process. It requires partnership with multiple departments and the
involvement of many key individuals.
• Requires time from all key individuals or groups involved, including executives, leadership, and employees.
• Often takes between four months and a full year due to the time required for data collection and the iterative
nature of the process.
Do not move ahead if you are...

• Hoping to quickly solve attraction or retention challenges. An EVP helps increase attraction and
retention in response to a highly competitive talent market, but it takes time and cannot solve for underlying
organizational problems such as poor compensation and benefits.
• Not supported by the executive team. This is a large-scale project involving key individuals from across
the organization. To be effective, executive buy-in is critical.
• Unable to properly resource the project. The project owner and team must drive progress and ensure
completion, even if the process is spread out over several months. Cutting the process short puts the quality
of the EVP at risk.
• Looking for a way to add value to the organization through creating new offerings. Developing an
EVP is about finding the value in what already exists, not inventing new ways to add value.
McLean & Company | 3
Highly volatile and competitive markets make it
difficult to attract and retain talent
Most organizations are struggling Some industries face particular challenges

Attraction Organizations that are unable to offer hybrid or remote work

of respondents cited hiring key talent for are experiencing more challenges retaining and attracting
47% their organization as their most pressing talent and are underusing the EVP.
Attraction
challenge (Human Resource Executive,
2023). Organizations that are fully or mostly onsite are 1.7x more
Only of respondents agreed that HR is high likely to report recruiting as the top priority compared to
44% performing at enabling the organization
in recruiting (McLean & Company, 2023
fully or mostly remote organizations (McLean & Company,
2023 HR Trends Report, 2022; n=1,062).
HR Trends Report, 2022; n=1,059-1,073).
However, only 15% of fully or mostly onsite organizations
Retention report having an EVP (McLean & Company, 2023 HR Trends
of hiring managers are either somewhat Report, 2022; n=253).
Retention
72% or extremely concerned about losing
Fully or mostly onsite organizations experience up to
talent over the next year (Human
Resource Executive, 2023). 1.5x 1.5x higher rates of turnover compared to partially or
77% of employees who quit say their employer
fully remote organizations (McLean & Company, 2023
HR Trends Report, 2022; n=827).
could have retained them (PwC, 2022).
To compete for and retain talent, organizations must identify “why us” by showcasing the unique and positive components
of the employee experience.
McLean & Company | 4
A strong employee value proposition (EVP) supports
key organizational needs
• The unique offering an employer provides to employees in return for their effort,
What is an motivating them to join or remain at the organization.
EVP? • The EVP is more than a tagline or a single statement. It is a collection of
overarching themes that highlight what employees value and what the organization
does well.
Organizations with effective EVPs promote their
values, culture, and reputation. When
Attraction Recruiting
employees are proud to work for an
organization, they are more likely to attract like- efficiency
minded talent (Miller Leith, 2023).

Organizations with strong EVPs are more Performance

A
Engagement likely to increase employee engagement by Retention
strong creating a sense of pride and purpose within
EVP the organization (Miller Leith, 2023). Productivity
supports
… When employees’ needs are being met through
Turnover costs
z
meaningful work, career development, and a
Retention positive work environment, they are more likely Recruitment costs
z

to stay with the organization for the long term

(Miller Leith, 2023).
McLean & Company | 5
However, many organizations struggle to define and
articulate a compelling and realistic EVP
Barriers to a strong
EVP

Keeping the EVP up to date Forgetting the employee voice

of organizations have no plans to revisit their Executive perception doesn’t always align with
reality. EVPs developed solely from executive feedback
43% EVP despite the drastic changes to the work
environment and the employee experience don’t capture the lived experience of the average
employee. It is essential to include the employee voice
throughout the pandemic (McLean & Company,
2022 HR Trends Report, 2021; n=295). when creating the EVP.

Neglecting to differentiate Confusing the EVP and employer branding

These are two separate elements, and mistaking one for

of recruiters surveyed reported difficulty
14 differentiating and describing the value of
working for their organization (Monster, 2023).
the other results in unclear, misaligned, or inaccurate
messaging to current and potential employees.
% Employer brand is the perception that internal and
EVPs created by only looking internally don’t stand out external partners hold of the organization and exists
from competitors. If the EVP isn’t unique, candidates will whether it has been curated or not.
have no reason to be attracted to one organization over its
The employer brand is used to market and
competitors.
communicate the EVP, but it is not the EVP itself.

McLean & Company | 6

Organizations that define and articulate a strong
EVP outperform those that do not have one
While a strong EVP positively affects attraction and retention, there are additional ways to demonstrate the
importance of an EVP for organizational success.

Organizations with an EVP are Organizations with an EVP are

1.18x 1.16x
more likely to report high overall more likely to report high
organizational performance than those innovation/ability to generate new ideas
without (McLean & Company, 2023 HR Trends Report, than those without (McLean & Company, 2023
2022; n=743). HR Trends Report, 2022; n=741).

Employees at organizations with an EVP are Organizations with an EVP are

1.23x 1.14x
more likely to report purpose in their day- more likely to report high workforce
to-day work than those at organizations productivity than those without (McLean &
without an EVP (McLean & Company, 2023 HR Company, 2023 HR Trends Report, 2022; n=741).
Trends Report, 2022; n=742).

McLean & Company | 7

A strong EVP Internal
perspective
These characteristics help to retain new and existing talent by
ensuring that new hires’ expectations are met and that the EVP is
needs to experienced throughout the organization.
Captures the true
resonate both employee
experience.

internally and In line with the Includes aspects of the

externally organization’s
purpose, vision,
culture and
organization that are
values, programs, being actively worked
and processes. toward.
Retain

Attract Provides enough

information to outline
Emphasizes the value
the true employee
created for
experience and to
employees and is a
allow candidates to
strong motivator to
self-assess if they are
join the organization.
a good fit.
Straightforward,
simple, and easy to
understand.

External These characteristics help to attract talent and are targeted so

perspective the right candidates are motivated to join, while those who aren’t a
McLean & Company | 8
good fit will self-select out.
An effective EVP provides a holistic view of the
organization’s strengths
Aspects of the EVP are grouped into the following five categories. Using these categories to sort employee data helps to
build a strong EVP that provides a lens for an organization to view the employee experience. The categories also
allow for an aspirational element of areas the organization is actively working to improve.
Culture Offerings Opportunity Organization Relationships

The experience an
The experience an The experience an The experience and The experience an
employee has when
employee has of the employee has with perceived potential employee has with
interacting with
workplace values material offerings an employee has to the organization’s
others at the
and associated available as part of grow or develop broader perception,
organization
behaviors that the employment within the purpose, and
create a of
Examples sense of
themes: Examples of themes:
package organization
Examples of themes: Examples of themes:
potential Examples of themes:
belonging
• Respect/DEI • Compensation (base • Career development • Mission and vision • Relationships with
• Work-life balance and variable pay) • Career paths • Company reputation managers
• Autonomy/flexibility • Benefits • Learning and and stability • Relationships with
• Recognition • Time off (vacation, development • Social responsibility colleagues
(acknowledgement) personal, or sick • Coaching, mentoring, (environmental, • Relationships with
days) and feedback social, and senior leaders
• Health and wellbeing governance) • Department
programs • Customer focus collaboration
McLean & Company Insight
Don’t get hung up on what category each aspect of the EVP falls under or whether the categories are evenly
weighted. It’s more important to focus on the holistic view of the organization and what the aspects say about the
employee experience. McLean & Company | 9
Use McLean & Company’s four-step approach to
uncover, define, and launch a strong EVP

1. Build a
plan to 2. Uncover
develop the the EVP
EVP

3. Evaluate 4. Launch and

and refine the sustain the
EVP EVP

McLean & Company | 10

Step 1 After completing this step
you will have:
Build a plan to develop the EVP • Selected a project team and
outlined roles and
responsibilities.
• Identified the goals and
success metrics for the EVP.
1. Build a plan • Created a detailed project
2. Uncover the
to develop the plan outlining key activities
EVP
EVP and timelines for the
development of the EVP.

3. Evaluate and 4. Launch and

refine the EVP sustain the EVP

McLean & Company | 11

Use the EVP
Workbook A planful approach is imperative for uncovering an accurate EVP. Use the
Employee Value Proposition Workbook to document the outcomes of each step:
throughout this
blueprint to
1
• Goals for the EVP project
support 01 • Identification of
employee segments
uncovering the • Insights from focus
EVP
2
groups and survey data
02 • Identification of themes
from synthesized and
analyzed data
• EVP draft

“
The more you can get in front

3
of the work, create • Competitor analysis
• Assessment of alignment
expectations for leaders, and
03
”
educate stakeholders on what between HR policies and
the EVP is and isn’t, the more programs and the EVP
successful you’ll be.
– Jenny Crawford, Director,
Talent Acquisition, Oshkosh
Corporation McLean & Company | 12
Select the project team and ensure clarity of roles and
responsibilities
Uncovering the EVP is a collaborative project that requires a When building the project team, take into
diverse group of people. consideration the amount of time and the specific
HR’s role is to ensure that the employee perspective drives the tasks required for this project. Avoid selecting team
development of the EVP. members who won’t have the time to dedicate to this
Build a project team based on the following roles: project.
Project Sponsor Project Manager/Lead Subject Matter Experts Project Task Member

• Champions the project to • Leads the project. • Provide expertise and • Executes tasks such as:
ensure success. • Manages the day-to-day support in: o Identifying insights from
Description

• Ensures the project is activities. o Internal and external research/data.

aligned to the • Owns communication communication. o Assisting with focus
organization’s strategy. within the project team. o HR program alignment. groups .
o Creating a draft of the
EVP.

• CHRO • HR manager • Marketing and/or • HR coordinator

Example

• CEO • Talent acquisition manager Communications • Talent acquisition

• COO • Internal communications • HR program and policy specialist
specialist owners *The project team is subject to change
• Key leaders as the
across the data
McLean & Company Insight
provides more insights into key employee
organization*
An EVP is not a one-person project. It requires collaboration and segments.
clear roles for success. Visible leadership involvement and Document the project team in the
employee participation is essential for its success. Project Roadmap Tool.
McLean & Company | 13
Gather information to identify the
EVP challenges
Turnover Data and Exit Surveys
• Identify turnover hotspots for specific groups of employees.
• Use exit surveys to uncover why employees are leaving.
• Determine through new hire and exit surveys if employees are leaving the
organization for the same reason they joined.

Engagement Surveys
• Identify the engagement and retention drivers at the organization and
areas where the organization needs to be stronger.
• Identify any specific employee groups with low engagement scores.

Talent Acquisition Data

• Speak to talent acquisition specialists and review recruitment metrics to
identify challenges in recruitment (e.g. low application rates, low
conversion rates of applications to interviews, internal vs. external hires).
• Identify any specific roles or employee groups with recruitment
challenges.
External Data Sources Use tab 2 of the
• Review Glassdoor and other employer review sites for comments to help Employee Value Proposition Work
understand why employees are leaving or why candidates aren’t book
accepting offers. to document the EVP challenges.
McLean & Company | 14
Determine goals and metrics based on the EVP
challenges
Document the goals in tab 2 of the See McLean & Company’s HR Metrics Library for a
Employee Value Proposition Workbook. comprehensive list of HR metrics.

Sample Goals Sample Metrics

Increase sourcing of a specific candidate pool

Different candidates look for different offerings from employers. Use demographic Number of applications from
segments to articulate relevant organizational strengths to targeted groups of targeted candidate pool
candidates. Align with market research on specific candidate pools.

Reduce turnover in new employees

Voluntary turnover rate in the
Misalignment between candidate expectations and the actual employee experience
first year
are often seen through high turnover rates.

Increase number of hires from referrals

Employees who experience a strong alignment between what their employer says Number of employee-referred
about the organization and the employee experience are more likely to recommend candidates
others to work there and leverage the employee referral program.

Reduce operating expenses

A compelling EVP will attract the right talent and help candidates self-select. This Cost to fill
will save time for those involved in recruitment and improve cost to fill.
McLean & Company | 15
Identify employee segments by analyzing workforce
information
A successful EVP will resonate with all employee segments within the organization’s workforce.
Capture the employee perspective from different employee segments to ensure relevance and accuracy
across the entire workforce.

• Identify the variety of roles and departments at the organization.

Role
• Document the number of people in the roles to identify multi-incumbent
and single-incumbent roles.
Workforce Demographic • Identify the diversity of the employee base in areas such as full-time/part-
Variation s time status, tenure, gender, and ethnicity.

• Recognize differences in work location that influence what employees

Location
value.
• Identify groups of employees who work in different countries or cities or
who work remotely.
Compare these employee segments with the employee groups Use tab 3 of the
identified with challenges during the analysis of the retention, Employee Value Proposition Workbo
engagement, and recruitment data (Slide 14). Update the project ok
team by adding members as needed. to document the employee
segments.
McLean & Company | 16
Developing the EVP is a big undertaking, so build a
project plan to ensure success
• Create and communicate a purpose statement for the EVP project by answering the questions, "Why
are we doing work on the EVP here at our organization?" and “Why are we doing it now?”
Purpose • Distill the answers into one or two succinct statements to be shared throughout the project as well
as during the launch of the EVP.
• As soon as the project starts, establish the duration of the project to appropriately set expectations.
Set key milestone completion dates to keep the project on track.
• Be mindful of any dependencies. Look specifically for bottlenecks in the process that have a domino
Timing effect, impacting the project’s end date. Plan ahead as much as possible.
• Ask key individuals about blockout periods that impact their teams and identify areas where
compromises are needed in the schedule.
• Planning for key actions up front helps to determine which participants are required to enable
Planning scheduling and increase participation rates.
Activities • Clearly outline logistics, particularly for large-scale activities such as conducting focus groups.
• Plan for regular executive team updates and employee feedback loops.

• Understand the project team’s skills and expertise to support appropriate assignment of tasks.
• Be aware of the time the project team has to dedicate to this project to ensure appropriate
Task assignment of resources.
Assignments • Clarify each team member’s role, assigned tasks, and how they impact others in the project.
• Use the project plan to identify additional people resource requirements.
Host a kickoff meeting to ensure project team members know each other,
McLean & Company | 17
their roles, and the plan.
 Use a detailed plan to keep the project on track
Uncover the EVP Evaluate the EVP Launch and sustain the EVP

• Conduct focus groups to gather the

• Conduct a competitor analysis. • Plan for EVP branding.
employee voice.
• Assess HR program/policy alignment • Create a detailed communication
Tasks

• Gather existing survey data.

Key

• Synthesize all data and identify with the EVP. plan for internal and external
• Gather internal and external stakeholder audiences.
insights.
feedback. • Prepare an EVP toolkit to support
• Assess insights and distill into themes.
• Assess, revise, and finalize the EVP. socialization.
• Compare themes against the
•• Create
Select a pitch
the to summarize
internal the EVP.
and external • Develop guidelines around
• organizational strategy. • sustaining
Plan next steps to brand the EVP.
Points
Decisi

Determine logistics for focus groups partners to assess the EVP. the EVP.
• Draft the EVP. • Determine socialization
on

(when, where, who). • Select competitors for comparison.

• Select key themes for the EVP. accountabilities.
• Choose final EVP wording. • Determine how to launch the EVP to
audiences.
• Focus group facilitators and note takers • Marketing for competitor analysis • HR
Resour
People

• Focus group participants • HR program and policy owners for • Marketing, Communications
ces

• Marketing and Communications for assessing HR alignment • Executive leadership

developing the EVP draft • External feedback participants • Change agents to support
implementation
• Employee Value Proposition Workbook • Employee Value Proposition Workbo
Resour

• EVP Launch Workbook

ok
Tools

• Standard Focus Group Guide

and

ces

• EVP Communication Guide Temp

• Focus Group Data Template late
• EVP Examples Catalog • EVP Scorecard
• EVP Launch Presentation Templa
• Executive Feedback Presentation Templ • EVP Examples Catalog te
ate • EVP Senior Leadership Buy-In Presen • Employer Brand Ideas Catalog
tation Template
Document the project plan in the McLean & Company | 18
Project Roadmap Tool.
Update key partners
One of the biggest barriers to an EVP is the lack of leadership support. Meet with senior leaders and ensure
they’re on board by sharing the project plan.
Communicate to key partners:

What an EVP is How the EVP will be uncovered

• Explain the difference between the EVP and employer • Walk key partners through the process to explain how the
brand. EVP will be developed.
• Explain how each step contributes to a strong EVP and how
Who needs to be involved the employee voice will be incorporated.
• Clarify that the EVP is a collaborative project.
• Explain the role senior leadership plays in the process. Why a strong EVP is important
• Set expectations about the role employees play and
the extent of their involvement. • Articulate the organizational benefits of the EVP.
• Present the current state and how uncovering the EVP will
help to improve the organization’s specific challenges.
How long the project will take • Emphasize how a strong EVP has benefits for retention,
• Share the project timelines and expected time recruitment, and engagement.
commitment.

Communication is a two-way street.

• When communicating the plan to senior leaders, articulate which steps are imperative
(e.g. gathering the employee voice).
• Gather their input and be prepared for and open to pushback. McLean & Company | 19
Step 2 After completing this step
you will have:
Uncover the EVP • Collected, analyzed, and
identified themes in data
from focus groups and
existing internal data
sources for the creation of
the EVP.
1. Build a plan
2. Uncover the • Drafted the EVP statements.
to develop the
EVP
EVP • Developed tailored EVP
statements for key
employee segments.

3. Evaluate and 4. Launch and

refine the EVP sustain the EVP

McLean & Company | 20

Prepare to develop the EVP through an iterative
process
Creating an EVP involves collecting large amounts of data, analyzing it to uncover themes, and undergoing an iterative
process to ensure the EVP resonates internally and externally. Steps 2 and 3 move through the process of creating an
impactful EVP that delivers on the goals identified in Step 1.

Focus groups Existing data

2. Uncover
Identify common themes the EVP
within categories Look for elements of
this graphic in the top
right corner of slides in
Draft EVP statements Step 2 and Step 3 to
orient with the stage of
the process.

Assess, align, and refine 3. Evaluate

and refine
the EVP
Finalize the EVP
McLean & Company | 21
 Focus
groups
Prepare to gather the employee voice through
focus groups
A strong EVP is built directly from the employee voice. Information gathered on the lived experience from focus
groups will become the basis of the EVP. Conducting focus groups first allows for collecting the employee voice free from
undue influence. Hiring a third party to conduct focus groups is a great option to further reduce potential biases.
Employees Executives

• Plan to conduct focus groups with each of the key • Executives are employees too. Although their
employee segments identified in Step 1. experience differs from that of non-leaders, it is
o If the workforce is particularly large or diverse, important to capture.
prioritize by focusing on segments with • Conducting interviews or focus groups with the
particularly high and low retention rates. executive team will ensure the experience of
• Include a wide variety of employees (e.g. varying employees at all levels of the organization is captured
functions, tenure, positions) to ensure the and helpsWhile theestablish
further executive experience
buy-in is
and support.
important to capture, do not let
information collected is comprehensive and executives dictate what the ultimate
representative of the entire organization. EVP will be. Take all employees’
experiences and values into account.
Set expectations

Explain what an EVP is. Inform participants that it is not about uncovering what they would like to have; it is about
understanding what they like that is already in place.
Establish the purpose of the focus groups. Explain to participants that the final EVP will incorporate feedback from
multiple sources and will not include everything employees discuss in the focus group.
McLean & Company | 22
 Focus
groups
Conduct focus groups and analyze feedback
Customize the Standard Focus Group Guide using the following questions:
• Document responses in the
What attracted you to this organization? What makes you Standard Focus Group Guide or use the
1 stay at our organization? Focus Group Data Template to capture and
How do you describe the experience of working here to categorize employee feedback.
2 your friends and family? What aspects would you • Ensure there is a facilitator and a notetaker for
recommend? each focus group.
What aspects of your working life at our organization do
3 you value the most? What makes these things so important • Do not simplify or “business-write” the language
to you? from the focus groups. Where possible, try to
capture the phrasing verbatim.
4 What do you feel makes our organization unique?
• Obtaining permission to record the focus groups
helps with capturing the language used.
Identify strengths, limitations, and quotes uncovered in the feedback
• Strengths: What the organization is doing well and what employees value.
• Limitations: What the organization does not do well or elements that are only prominent in one segment rather than
across the organization.
• Quotes: Unique and compelling language used by employees that will be leveraged later when writing the EVP.

Sort the insights and quotes by EVP category (culture, offerings, opportunity, organization, relationships)
• Don’t worry if there isn’t information for all five categories. If one category does not have any strengths, the EVP will
simply emphasize the other areas.
After completing the focus groups, review notes and use tab 4 of the Employee Value Proposition Workbook
• Take note of any categories without strengths listed, as this highlights a need for improvement in the future.
to document and categorize insights.
McLean & Company | 23
 Existing
data
Analyze existing internal data to further
uncover insights from the employee voice
Survey data both supports the findings from the focus groups and uncovers further insights on what is most important to
employees, where the organization is currently performing well, and where the organization needs to improve.

Analyze the following data to identify strengths and limitations, and note any unique, compelling, or interesting
language used in responses to open-ended questions. Sort the information based on the EVP category the insights best
align with and record in tab 4 of the Employee Value Proposition Workbook.
Strengths Limitations

Elements that fall into the leverage quadrant Elements in the improve quadrant (low score,
Engagement survey (high score, high importance) of the high importance) of the engagement report from
engagement report from McLean & Company’s McLean & Company’s Engagement Survey.*
Engagement Survey.*
Look for feedback, such as top reasons for Look for feedback such as misalignment of
New hire feedback
joining and alignment of expectations and expectations and reality.
reality.
Stay interview
Identify organizational offerings motivating Review suggestions for change or improvement.
feedback
employees to stay.
Look for feedback on organizational offerings Identify top reasons for leaving (excluding
Exit feedback
valued while at the organization. personal factors, as they are not relevant).

*If the organization uses a different engagement survey, work with the engagement survey provider McLean & Company | 24
to obtain this information.
 Existing
data
Compare
insights with the • AnStrengthens
EVP aligned thewith the organization’s
employer brand, ensuringMVV…
organization are consistent.
the messages distributed by the

mission, vision, • Reminds employees of the mission, vision, and values, allowing them to
continually associate their work with the bigger picture the organization is
and values striving toward.
• Allows candidates that do not connect with the organization’s mission, vision,
and values to “self-select” out of the recruitment process, saving time and
Theresources.
mission, vision, and values create a cohesive understanding of how the
organization’s existence serves all key individuals or groups (e.g. customers,
Ensuring the EVP and the shareholders, the community), whereas the EVP is specifically true for the
organization’s mission, vision, employee experience.
and values (MVV) do not
contradict each other is vital in To align the EVP with the organization’s MVV…
building a cohesive employer • Identify any terminology differences between the organization’s mission, vision,
brand and gaining trust as an and values and the EVP insights. The EVP is not meant to replicate the mission,
organization. vision, or value statements, but the mission, vision, and values must inform the
language chosen for the EVP statements.
• Leave out any insights that are not in alignment with the mission, vision, and
values.
Be cautious the EVP does not reach too far into the
future with aspirational aspects. The EVP is for stating
who the organization is and who it is becoming, not who the
organization wants to be (which is covered by the vision
McLean & Company | 25
statement).
Distill insights into themes based on the key
EVP categories
Use tab 5 of the
Synthesize the recorded insights by identifying themes Employee Value Proposition Workbook to
within the strengths and limitations. Themes are similar organize and identify themes in insights
insights that appear across the data collected from different from the focus groups and internal data
sources. Revisit slide 9 for ideas of themes to look for within each collection. First, look at the organization
EVP category. holistically, then focus on the employee
Examples: segments.
Focus groups New hire survey Engagement survey
Category: Common
Organizatio Value doing meaningful “Nature of the job” is “Feelings of energy theme:
work that has a positive one of the top reasons and purpose” falls in Sense of purpose
n people applied.
impact on society. leverage quadrant.

Focus groups Stay interview Engagement survey Common

Category: Value the continuous Value that there are more “Learning and theme:
Opportunity learning opportunities opportunities to further development” falls in Career
and mentor program. their career than at other leverage quadrant. development
organizations.

McLean & Company Insight

Don’t be tempted to focus solely on themes emerging from the “offerings” category. It’s important to recognize
everything employees value beyond the material benefits because themes in a variety of categories play an
essential role in helping to attract, engage, and retain the right talent. McLean & Company | 26
Evaluate themes to prepare for drafting
Themes that are strengths are the basis of the EVP, and themes that are limitations are areas to avoid highlighting and
to improve in the future.
• Use organizational strategy data (e.g. documented priorities and coinciding SWOT and PESTLE analyses) to select
themes that align with the actions the organization is taking toward the strategic vision.
• Prioritize three to six themes to write the EVP on. It is not necessary to select themes under each of the five EVP
categories. Choose and emphasize the themes that most align with the organizational strategy.
• Aspirational elements of the EVP come from the strategic actions the organization is currently taking. Do
not overstate these elements – the EVP must still be realistic. Aspirational elements need to be less than 50% of the
content.

A strong EVP does not need to highlight all five categories. Try experimenting with combining the themes to create the most
compelling statements that draw in both current and prospective employees.
For example:
Category: Our positive
Category:

+ =
Relationships relationships with
Culture
Theme: managers foster
Theme: an autonomous
Relationships with
Autonomy work environment.
managers

One of the goals of writing the EVP is to take the main themes See Appendix I for more
identified and reflect on the relationships between them characteristics of EVP McLean & Company | 27

and how the themes fit together to tell a bigger story. themes.
Create drafts of the EVP
statements from identified themes

Work together with the project team, including

Communications and/or Marketing, to create drafts of the
EVP statements.
• Integrate the language used by employees in focus groups and
open-ended survey comments to fully capture the employee
voice.
• The phrasing needs to fit the organization. Do not write too
formally or too casually if it does not align with the organization’s
image and culture.
• Includethe
language that
Record drafts in tabis6unique
of and representative of the
organization. See the
the
EVP Examples Catalog for
• Employee
Write in the first-person
Value plural point of view, using “we” and “our.”
Proposition
Workbook examples of strong EVPs.
.
McLean & Company Insight
Overly aspirational EVPs create a disconnect with employees because
they won’t recognize the EVP as their lived experience. Focusing on
existing elements and only including aspirational elements that are key
to the organizational strategy will result in a stronger EVP. McLean & Company | 28
Tailor how the EVP is articulated to key
employee segments
Customizing the EVP for employee groups with unique experiences supports the workforce as it changes and
grows increasingly diverse.

Decide which aspects of the EVP are foundational and will not change, such as elements that apply to employees
1 across the organization or that relate to the overall organizational strategy.

Determine which elements to emphasize to key employee segments by revisiting the focus group notes and
looking for the following:
2 • Were employees attracted to the organization for a specific offering?
• Do they value some elements of the EVP over others?
• Is an aspect of their experience at the organization significantly different from other segments?

3 “Translate” the EVP for the key employee segments by highlighting the elements identified above or
incorporating language and terminology unique to segments.

Employees’ experiences and personal values If leaders of key employee segments are not a
differ, necessitating tailored EVPs. Despite each part of the project team, connect with them to
point of uniqueness, the segmented EVPs must gain their insight and involvement in the project
remain in alignment with the overarching EVP. going forward.
See the EVP Examples Catalog for examples of EVP Record segmented EVP drafts in tab 6 of the
segmentation. Employee Value Proposition Workbook.
McLean & Company | 29
 Share the draft EVP with the project sponsor/
executives to gather feedback
Hold a 45-to-60-minute meeting with members of the executive team to discuss progress on
the EVP draft statements.
Invite no more than four members of the executive team to attend the meeting to ensure it remains on track:
• The goal of this presentation is to ensure alignment with the direction of the EVP, not to obtain buy-in (this will come
later) or wordsmith in real time.
• The project sponsor will have the best insight into who from the executive team would be best to have present at the
Create a small presentation that includes the following:
meeting. Use the
• Purpose and goals for the EVP
Executive Feedback Presentatio
• A brief overview of the process and methods n Template
• Drafted EVP statements to present to the executive
Determine which project team member will present which slide and team.
how notes will be captured.
Obtaining feedback is important, but it is critical to limit time spent spiraling into rewriting and fixating on
specific word choices. Minimize open-ended feedback with clear, prompted questions, such as:
Are there any themes
What trigger words What is the overall Are you surprised by
you expected that do
need to be removed? feeling portrayed? any statements?
not appear?
See Appendix II for examples of possible executive leadership
responses to the EVP draft.
Use the feedback collected during this meeting to revisit data, insights, and themes as needed, then proceed to
step 3. McLean & Company | 30
Step 3 After completing this step
you will have:
Evaluate and refine the EVP • Evaluated the uniqueness of
the EVP and ensured it is
differentiated from
competitors.
• Assessed alignment of the
1. Build a plan EVP with HR programs and
2. Uncover the policies.
to develop the
EVP
EVP • Collected and integrated
employee and candidate
feedback into the EVP.
• Created a short “elevator
pitch” of the EVP.

3. Evaluate and 4. Launch and

refine the EVP sustain the EVP

McLean & Company | 31

Prepare to evaluate the EVP to ensure it is
competitive, accurate, and impactful
The project at this point is approximately 50% complete. Now it is time to evaluate the draft EVP using the following
validation techniques. Validating the EVP is an iterative and lengthy process, so plan accordingly.

Employee
HR
Competitor and
Program
Analysis Candidate
and Policy
Feedback
Alignment

Conduct research on the HR programs and policies that Test the EVP with employees and
organization’s competitors to contradict the EVP negatively candidates to ensure that their
ensure the drafted EVP is impact the employee experience. experience and values have been
unique and differentiated. Test the EVP to assess if it aligns. captured in the EVP.

Before conducting the validation techniques, reassess the timelines in the

project plan to determine if adjustments need to be made.

McLean & Company | 32

Complete a competitor analysis to assess
differentiation of the EVP
With many organizations competing for the same talent, it is necessary to differentiate your EVP from others. To do this,
ensure the EVP highlights the unique employee experience at your organization.
Determine the organization’s main competitors for Gather competitors’ EVPs to compare against your drafted
1 talent 2 EVP
• Identify a list of competitors based on information • Identify similarities between the drafted EVP and
from annual reports, sales reports, etc. Use competitors’ EVPs. Look at competitors’ career pages
keyword searches to uncover competitors not or employer marketing channels/social media sites to
previously known. find their EVP.
• Engage Talent Acquisition to gain insight into • Assess the differentiation of the drafted EVP by asking:
where candidates are coming from, where else o Does our EVP capture what makes the work
candidates are interviewing, and which other experience at our organization unique and
organizations candidates are accepting offers compelling?
from. o Is the EVP expressed in an interesting way that
• Use exit interview data to pinpoint where sets it apart?
employees are moving to when they leave the
• Refine the EVP as needed to remove excessive overlap
organization.
with competitors. While it’s impossible to remove all
• If the pool is too wide, narrow down the list of McLean & Company
similarities, Insight
ensure the EVP is differentiated by
talent pool competitors by identifying key roles Neglecting
highlighting the aspects ofatthe
to look externally what competitors
organization areare
that
and the organizations there is competition doing will result in an undifferentiated EVP, and in a
Document top competitors, their EVPs, andwith unique.
for talent forinthose competitive talent market, organizations need to stand
similarities tab 7key roles.
of the
• Select three to five competitors. Verify the list out.
Employee Value Proposition Workbook.
with project sponsor or executive team. McLean & Company | 33
Assess alignment between HR
policies and programs and the EVP
Use tab 8 of the
Partner with HR policy and program owners to identify areas where the EVP and Employee Value Proposition W
the HR programs and policy contradict each other. orkbook
to complete HR policy and
What does the policy or program alignment.
What does the EVP say?
program say? Example
Identify misalignment by asking:
• What part of the EVP does the policy or program contradict? Employees are
• What does the policy or program aim to achieve? encouraged to have
o Why does the policy or program aim to achieve this? plenty of work-life
balance.
Make the change to the policy or program if: An unclear flexible work
• The policy or program is due for a change or update soon. program and policy makes
• The policy or program is not aligned with the overall leadership vision for the it difficult to practice work-
organization and its talent. life balance.
• The policy or program is not being actively implemented.
Revise the EVP only if:
• The policy or program plays an integral role in the organization’s operations Revise the policy.
(e.g. a health and safety policy that does not allow for pets in a food If the challenge with the policy is
organization). that it is unclear and therefore
• Changing the policy or program has a significant impact on operating difficult to enforce, it’s time to
McLean & Company Insight
expenses. update it to ensure it is a part of the
Actions speak louder than words. Without alignment of HR programs and lived experience of employees.
policies, the EVP will simply be empty words and organizational benefits won’t
be realized. McLean & Company | 34
Obtain feedback from key internal and
external individuals
Prepare Collect

1. Identify participants: Collect the data:

• Internal: Include employees from key workforce • Use the questions from tabs 2 and 3 of the EVP
segments. Use the same employees involved in the focus Scorecard to create a questionnaire using your tool
groups earlier to help increase response rates. of choice (e.g. Survey Monkey, Google Forms).
• External: Only include candidates that match the ideal • Create separate questionnaires for internal and
candidate profile. It is important that the EVP resonates external assessments.
specifically with these ideal candidates, as they are who • Calculate the average response to each question
the organization is trying to attract.
and record in the EVP scorecard.
2. Determine the best way to communicate with participants: Use the EVP Scorecard to evaluate the results.
• For internal participants, send a questionnaire and have
managers encourage participants to fill it out. This is done The EVP Scorecard assesses the
online or on paper. strength of the draft EVP
• For external participants, incorporate questions into the statements in relation to the key
final stages of the talent acquisition process. The talent internal and external
acquisition team will have access to these responses to characteristics. See the next slide
represent the external perspective. For direct input, use a for more details.
candidate
McLean experience
& Company survey.
Insight
The EVP is not supposed to appeal to all candidates, only those who are a good fit with the organization’s culture.
A strong EVP allows potential and current employees to self-select if they are the right fit for the organization. McLean & Company | 35
Assess feedback from key internal and
external individuals

Analyze

Review the results of the EVP Scorecard to If satisfied with the scorecard results:
identify whether the EVP is resonating both Finalize the EVP by creating an elevator pitch and
internally and externally. obtaining approval from the project sponsor/executive
team.

If dissatisfied with the scorecard results:

• Follow up with road-test participants to ask for additional
feedback. Focus on the low-scoring areas.
• Incorporate feedback and revise the EVP, then collect
data from participants on the new iteration.
• Collect feedback on the new iterations two times
maximum to prevent participants from feeling survey
fatigue or annoyance from continuous contact. If more
iterations are required, revisit the data collected as input
to the EVP, then road test with a new group of
participants.

McLean & Company | 36

Create the Although the EVP is more than just a statement, be prepared
elevator pitch to describe the EVP through a short pitch. The “pitch” becomes
the summary of the EVP that potential and present employees hear,
outlining the organization’s identity as an employer and the offerings it
provides employees.
Partner with Marketing or Document the pitch in tab 6 of the
Tip Communications to create Employee Value Proposition Workb
the pitch. ook
Create the pitch .
by:
Synthesizing all that the organization
offers
In the pitch, give a general overview of what the organization offers to
employees. Going into detail is unnecessary, but it helps to categorize
offerings in general groups. For example, if career development options are
strong in the opportunity
Highlighting why peoplecategory,
shouldhighlight
work forthat
thein the pitch.
organization
Use the data gathered in the competitor analysis to ensure the pitch is
competitive. The pitch is the opportunity to tell employees and candidates
exactly why they should work for the organization in a short and catchy
statement.
Refer to the EVP Examples Catalog for examples of how organizations
have summarized their EVP into a short statement.
Present the finalized EVP Use the
and pitch to senior leaders Senior Leadership Buy-In Presentati
to move forward with the on Template
launch. to gain senior leaders’ buy-in on
the finalized EVP. McLean & Company | 37
Step 4 After completing this step
you will have:
Launch and sustain the EVP • Planned how the employer
brand will be built around
the EVP.
• Created a launch
communication plan.
1. Build a plan • Launched the EVP.
2. Uncover the
to develop the
EVP • Established guidelines
EVP
around iterating and
sustaining the EVP.

3. Evaluate and 4. Launch and

refine the EVP sustain the EVP

McLean & Company | 38

Build the employer brand around the EVP
The employer brand is described as the perception that internal and external
Before launching
the EVP, build
individuals hold ofthe
Alignment between the organization.
EVP and the employer brand is the ideal branding package because
the employer it ensures:
brand around it. • The employer brand is grounded in the EVP, and the organization and employee experience are
being accurately portrayed.
• The brand builds an emotional connection with candidates and employees when it reflects
employees’ voices and stories.
Marketing/
HR’s role• Key individuals and groups both internally and externally perceive and experience the brand the
Communication’s role Prepare to meet with Marketing or
• Ensure the EVP is same way, creating brand ambassadors.
Communications by creating a list of
accurately reflected in the • Create or maintain the
expected EVP uses and identifying which are
employer brand. employer brand.
owned by HR or Marketing/Communications.
• Advocate for the employee • Support the communication For example:
experience and employee of the employer brand
internally and externally. • Adding the EVP to job ads is an HR
voice.
responsibility.
• Ensure the EVP is aligned • Ensure the employer brand
and integrated with existing and EVP are aligned. • Adding the EVP elevator pitch to internal
HR practices and email signatures and on the organization’s
For examples of employer brands that creatively
procedures. Use the Project Roadmap
website Tool to brainstorm
is a Marketing and
or Communications
communicate the organization’s EVP, see the document allresponsibility.
expected EVP uses to prepare for
Employer Brand Ideas Catalog. meetings with Marketing/Communications.

Creating an employer brand marketing strategy beyond the EVP is a separate project led by
Marketing and Communications. McLean & Company | 39
Identify audiences and draft key messages
Once the employer brand is built around the EVP, prepare to create a communication plan by
identifying audiences and drafting key messages.
Audiences Key messages

Identify internal and external audiences that must Key messages provide internal and external audiences
receive communications about the EVP. with information to address their specific questions about
the EVP.
Reflect on the following questions to identify
audiences: Tailor key messages to the specific audience being
• Who will use the EVP? communicated to.

• Who plays a key role in attracting and retaining To identify key messages:
talent? 1. Brainstorm potential questions the different
• Who will be impacted by the implementation of the audiences will have about the EVP. See Appendix III
EVP?
Examples of internal Examples of external for sample questions.
audiences: audiences: 2. Draft answers for each audience and each
• People leaders • Candidates brainstormed question.

• Talent acquisition • Shareholders 3. Find overlapping themes or similarities among the

managers drafted answers and use the themes to craft two to
• Vendors (e.g. recruiting three distinct key messages for each audience group.
• Employees agency)
Document the identified audience(s), brainstormed For example: If questions from TA managers include
• Employee “what is an EVP?” and “why is this important?,” a key
questions, and key messages in tab 2 of the
ambassadors There is
message will likely
“Our EVPbeserves
common as aquestions and
foundation forthemes
EVP Launch Workbook.
between
attracting, audienceand
engaging, groups. Use these
retaining overlaps
top talent who to are
not reinforce key
only a skill messages
match after
but also the EVPfit,
a cultural hascontributing
been
McLean & Company | 40
launched.
to the organization’s success.”
Create a launch communication plan
The communication plan details why, when, and how the EVP and socialization accountabilities will be shared. For each
internal and external audience:

Purpose Outline the purpose of the communication to create consistency and ensure clarity for the audience.

Determine timing of the communication. Identify the sequence in which audience(s) will be
Timing
communicated to (e.g. people leaders and TA managers first, then employees).

Medium(s Select the medium(s) to communicate to the audience. Choose mediums with interactive
) capabilities (e.g. townhall, meeting) to generate excitement for the EVP. Keep in mind the accessibility of
medium(s) (e.g. employees who do not use computers can’t access online videos).

Identify who will communicate the EVP and other key information (e.g. employee stories) to
Communicator
the audience. For example, senior leadership will present to TA managers and TA managers will share
with recruitment agencies.
Socialization
Determine whether the audience has accountabilities in socializing the EVP (i.e. promoting
accountabilitie
and discussing the EVP with others). See the next slide for more guidance on identifying socialization
s
accountabilities.

Document the communication plan in tab 3 of the

EVP Launch Workbook.
McLean & Company | 41
Determine socialization accountabilities
Not all audiences will have accountabilities in socializing the EVP (e.g. candidates). To determine
whether an audience has socialization accountabilities ask: are there action(s) that this audience must take to
ensure the EVP is broadly understood and used?

Reflect on the following questions Internal audiences Sample socialization accountabilities

to identify actions for audiences • Take the time to review the EVP and ask
who will have socialization People leaders questions to HR.
accountabilities: • Answer employees' questions about the EVP.
How does this group enable the
Talent acquisition • Share the EVP with candidates and answer
organization to attract, retain, and
managers questions they have.
engage talent? • Share their stories with HR around themes
What types of interactions does this included in the EVP.
Employees
group have with other audiences • Provide feedback related to the EVP to their
(e.g. virtual meetings, in-person, • manager or HR.
Promote the EVP on their social media
interviews)? Employee ambassadors accounts and through word of mouth with
colleagues and candidates.
What opportunities does this group
have to highlight the elements External audiences Sample socialization accountabilities
included in the EVP?
Vendors (e.g. recruiting • Share the EVP with candidates and answer
How can this group reflect on their agency) questions they have.
own experience and convey that
through the EVP?
Usegroup
What can this tab 3do
ofto
the EVP Launch Workbook to document socialization accountabilities for relevant
socialize
the EVP? audience(s).
McLean & Company | 42
Prepare a toolkit Preparing the toolkit prior to launching the EVP ensures audiences
with socialization accountabilities are equipped to socialize the
to support EVP. When providing the toolkit, explain why the audience is receiving it
(e.g. to support TA managers with answering candidate questions).
socialization See tab 3 of the EVP Launch Workbook to review which audiences have
accountabilities in socializing the EVP.

accountabilities The EVP toolkit includes:

1. Amessages,
communication template that outlines the EVP, key
and questions and answers that audiences may have
about the EVP.

Use McLean &

Company’s
EVP Communicati
on Guide Templat
e
to document
messaging
guidelines for each
communicator and
their audience.

2. Relevant marketing materials (e.g. employee stories, links to

EVP videos).
McLean & Company | 43
Launch the EVP

Revisit the communication plan documented on tab 3

1 of the EVP Launch Workbook to confirm the sequence
of EVP communications.
Customize the EVP Launch Presentation Template based on
2 the audience. For further guidance on customizing the
template, see the footnotes of each slide in the
presentation template.

Equip audiences who have socialization accountabilities

3 by sharing the EVP toolkit.

After launching the EVP:

Measure the communication plan’s success by assessing
audiences’ awareness of the EVP and how well the EVP is
socialized.
• For example: If employees were asked to share stories with
HR, review the number of employee stories submitted and
determine whether further communications are needed to McLean & Company | 44

increase the number of submissions.

Boost momentum for the EVP in
the employee population
Organizations with an EVP increase the
(The
probability that employees will act as 24% to 47% Maverick
ambassadors for their organization from: Group,
2022) Refer to tab 2 in
the
Gaining employee buy-in is critical in reaping the retention and engagement EVP Launch Workbo
benefits provided by a well-implemented EVP. ok
Achieve employee buy-in to distil common
through: key messages
• Consistent and visible reinforcement of the EVP to audience groups (e.g. hiring
across audiences.
managers, employees, candidates).
Leverage these key
• Responsive reactions to employee feedback (e.g. creating channels for employee
messages in
reactions to the EVP).
broader
• Highlighting “moments that matter” for employees by building stories around the communications
themes included in the EVP.
after the initial
• Sharing the EVP with employee resource groups (ERGs) to allow for integration with launch of the EVP to
Use
thepositive
group’sfeedback to help
purpose and build an authentic employer brand. Collect
intent.
employee testimonials connected to the themes of the EVP to highlight the
boost momentum
human face of the organization. and sustain
Use the Develop a Social Media Plan for HR blueprint to properly showcase employee buy-in.
employee testimonials.
McLean & Company | 45
Iterate and sustain the EVP over time
As the organization continues to grow and change, it is essential that the EVP continues to provide a
realistic portrayal of the organization. Maintain the EVP’s relevance by using it to inform other
decisions (e.g. ensuring new policies and programs align with the EVP).
Ensure the EVP is key
Reassessing continuously improved and remains accurate and aligned by:
Tracking metrics
components
• Reexamining the EVPs of major • Monitor the goals and metrics set at the beginning of this project.
competitors for talent to ensure Challenges highlighted by the metrics indicate a need to adjust the EVP or
the EVP remains differentiated. related communications.
• Following up on the aspirational • Examples of metrics include:
pieces of the EVP and verifying o Voluntary turnover in the first year.
which are still aspirational. o Number of employee referred candidates.
Integrate elements that have been o The click rate on the organization’s virtual mediums (e.g. social media
achieved into the EVP or replace post related to the EVP, website components that include the EVP).
them with new aspirational o Number of employee testimonials submitted.
elements the organization is
Refreshing the EVP
currently working toward.
• Revisiting the EVP at least once every 18 months allows the organization to adjust to emerging themes under the
organization’s strengths and remove aspects that are at risk of becoming limitations.
• Adding new segmented EVPs to address new retention, engagement, and talent acquisition challenges.
• Reexamining the EVP after large organizational shifts or changes (e.g. a change in organizational direction).
Refreshing the EVP is not about starting over from scratch. It’s about reviewing the employee data to reaffirm the
themes are still relevant and completing a competitor scan to ensure the EVP is still differentiated.
McLean & Company | 46
Key insights

Insight 1 Insight 2 Insight 3

A strong EVP provides a compelling Don’t get hung up on what category Don’t be tempted to focus solely on
but realistic view of the benefits of each aspect of the EVP falls under or themes emerging from the
joining the organization while also whether the categories are evenly “offerings” category. It’s important
leading to a connection that weighted. It’s more important to to recognize everything employees
encourages employees to stay. focus on the holistic view of the value beyond the material benefits
organization and what the aspects because themes in a variety of
say about the employee experience. categories play an essential role in
helping to attract, engage, and
retain the right talent.
Insight 4 Insight 5 Insight 6
Overly aspirational EVPs create a Neglecting to look externally at what Actions speak louder than words.
disconnect with employees because competitors are doing will result in Without alignment of HR programs
they won’t recognize the EVP as an undifferentiated EVP, and in a and policies, the EVP will simply be
their lived experience. Focusing on competitive talent market, empty words and organizational
existing elements and only including organizations need to stand out. benefits won’t be realized.
aspirational elements that are key to
the organizational strategy will result
in a stronger EVP.
For information on how McLean
& Company can help, see the
Workshop Overview: Uncover an Impactful Employee Value Proposition. McLean & Company | 47
 Optimize the HR Department for Success
Leverage HR Organizational Alignment Diagnostic
Align HR initiatives with organizational goals and strategy and the needs of
Feedback to organization leaders.

Drive HR Management & Governance Diagnostic

Improve HR’s core functions and drive project success.

Performance Improve Employee Experience and HR Processes

New Hire Survey
Ensure recruiting and onboarding programs are effective by surveying new
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Identify high-impact Employee Engagement Program

Move beyond measuring job satisfaction with a comprehensive view of
initiatives using our engagement.
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employees, organization Identify the early signs of employee turnover and develop a talent retention
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Understand why people leave the organization to proactively retain top talent.
360 Feedback
View our diagnostic programs for more Empower employees with a holistic view of their performance to inform McLean & Company | 48

information. development.
About
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impactful training, and more.

When you pair our comprehensive resources with our collaborative services,
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McLean & Company | 49

McLean & Company offers various
levels of support to best suit your
needs
Guided
DIY Toolkit Implementation Workshop Consulting
“Our team has already “Our team knows that we “We need to hit the “Our team does not have
made this critical project a need to fix a process, but ground running and get the time or the knowledge
priority, and we have the we need assistance to this project kicked off to take this project on. We
time and capability, but determine where to focus. immediately. Our team need assistance through
some guidance along the Some check-ins along the has the ability to take the entirety of this
way would be helpful.” way would help keep us this over once we get a project.”
on track.” framework and strategy
in place.”

Diagnostics and consistent frameworks are used throughout all four options.

McLean & Company | 50

Research
Contributors and
Experts
Jennifer Cermak Dean Fulford
Social Media and Internal Leadership Development Lead
Nikki Johnson
Assistant Director, Talent
Communications Specialist Stratford Managers Acquisition BC Pension
Sensata Corporation

Jenny Crawford Jennifer Heikamp Natalie LeBlanc

Director, Talent Acquisition Lead of Workforce Planning & Talent Acquisition Leaders
Oshkosh Corporation Organizational Development HirePower
York Region

Thomas Darla Higgins Alexa Moritz

Davenport Recruiting Manager
Pet Supplies Plus
Marketing Manager
ThirtyThree
Author & Consultant

Nicole Dorskind Mark Hirschfeld Micki Mulima

Managing Director VP of Consulting Services Director, Leadership & Talent
ThirtyThree BI WORLDWIDE Development Kingston Health
Sciences Centre & Providence
Care
McLean & Company | 51
Research
Contributors and
Experts
Bianca New Dr. Dieter Veldsman
Human Resources Consultant Executive, People and
Olympus Australia/New Zealand Organizational Effectiveness
Momentum Metropolitan
Holdings Limited

Betsy Schneider Howard Weintraub

Vice President of Marketing Founder and Lead Consultant
BI WORLDWIDE Nuuvo-B2E

John Sime
Marketing Technology
Consultant

Derek van der

Schyff
Employee Engagement
Specialist Momentum
Metropolitan Holdings Limited
McLean & Company | 52
Appendix I: EVP theme characteristics
Individual Collective Short-term Long-term

• Themes or messages in the EVP fall on • Themes or messages in the EVP also indicate where employees’
a continuum where some speak to the positive experiences are felt on a continuum between the short term
experience of an individual (e.g. career (e.g. salary) and the long term (e.g. career paths).
development) and others address the An EVP that is only focused on An EVP that only highlights
groups or employees as a collective the short term captures new aspects felt in the long-term
(e.g. relationships with coworkers). hires quickly and reminds demonstrates a deep
current employees of the commitment to an ongoing
• Understanding where the organization’s positive experiences they feel healthy organizational culture
culture falls on this continuum provides on a day-to-day basis but risks but risks new hires questioning
insight into who the organization is at employees questioning the the authenticity of the
its core and the type of employee the capacity to grow and find organization’s employer brand,
• Review EVP themes for placement along the continuum. Without
EVP is likely to attract. meaningful connections within resulting in high turnover rates
compromising
the organization. alignment and accuracy, seek
for new a balance of themes
hires.
• If the data collected for the EVP shows in the short term and long term. Ensure the final product remains
the lived culture is not the focused on the positive and true aspects uncovered in the EVP
organization’s desired culture, proceed data.
withLeverage the using McLean &
culture work • If themes
Use Develop anevenly balanced along the continuum,
are not Use look to
Articulateresources:
Company’s and Foster Organizational Cu Impactful
address Employee
potential Developmen
risks using McLean & CompanyDevelop an Effective T
resources:
lture t Program alent Retention Plan
blueprint to create and sustain the to create meaningful growth to address high
desired organizational culture. opportunities for employees. turnover rates.
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Appendix II: Possible executive leadership responses
to EVP draft
Expect organizational leaders to think critically and challenge the project team. Prepare for different
types of pushback and possible responses.

Possible scenario: It’s quiet.

Solution: Use the questions listed on slide 30 to prompt leaders to expand on reactions.

Possible scenario: The only feedback is, “It’s great.”

Solution: Ask the leaders to share what specifically they love and what their expectations are for the EVP’s use and impact.

Possible scenario: Leaders ask who the competitors are and what their EVPs look like.
Solution: Explain that the competitor analysis is the next step of the process.

Possible scenario: Leaders say they don’t like it.

Solution: Probe into exactly what they don't like (e.g. too many trigger words, expected themes that do not appear).
Emphasize that the EVP was founded in data and take any requests for additions or changes back for validation by the data.

Possible scenario: Leader expectations are not aligned to what an EVP is.
Solution: Confirm the understanding of an EVP using the definition, focusing on the difference between an EVP and the
organization’s brand as an employer. Highlight that the EVP is for both internal use (retention and engagement) and external
use (attraction) and represents the employees’ voice rather than the organization’s voice.

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Appendix III: Sample audience questions
People leaders TA managers

• What is an EVP? • What is an EVP?

• Why did we create an EVP? • How do I use this?
• How do I use this? • What should I do with the EVP?
• What should I do with the EVP? • When do I share this with candidates?
• What do I do if my team has questions? • Where will the organization share the EVP?
• How does the EVP reflect my team’s • How will the EVP impact the existing talent
experiences? acquisition process?

Employees Candidates

• What is an EVP? • Does the organization really do this?

• Why did the organization create this? • How does the organization's EVP differentiate it
• How does this benefit me? from other employers?
• What are the specific examples that • Can you provide examples of how the
demonstrate the EVP? organization's EVP is demonstrated on a day-to-
• What will change as a result of the EVP? day basis?
• Can you tell me more about [specific
offering/statement]?
Sample questions for other audiences, such as employee ambassadors and vendors, are
included in tab 1 of the EVP Launch Workbook.
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Works Cited
“5 Key Reasons to Build a Strong Employee Value Proposition (EVP) in “SHRM Research Highlights Lasting Impact of the ‘Great Resignation’
2023.” Miller Leith, May 2023. Accessed 18 Sept. 2023 on Workers Who Choose to Stay.” SHRM, 16 October 2021. Accessed
December 2021.
“2018 Trends in Global Employee Engagement.” Aon, 2018. Web.
“Strengthen Your Employee Value Proposition.” Mercer, 2018. Web.
Colletta, Jen. “The economy is transforming recruiting and retention in
2023; here’s how”. Human Resource Executive, January 2023. “The Global Skills Shortage.” SHRM, 2019. Web.
Accessed 14 Sept. 2023.
Weber Shandwick and KRC Research. “The Employer Brand Credibility
“Employee Value Proposition and Total Rewards: Modernize or Risk Gap: Bridging the Divide.” Weber Shandwick, 2017. Web.
Irrelevance.” Willis Towers Watson, 2016. Web.
“Why Your Employer Value Proposition Matters More Than Ever in
“In 2019, CEOs are Most Concerned About Talent and a Recession.” 2023” Monster, 30 March 2023. Web.
The Conference Board, 17 January 2019. Web.
“Labor Force Statistics from the Current Population Survey.” U.S.
Bureau of Labor Statistics, September 2019. Web.
Levanon, Gad et al. “How Employers Combat Labor Shortages.” The
Conference Board & Emsi Burning Glass, 2021. Accessed December
2021.
Lyons, Peri. “What is your Employee Value Proposition (EVP) and Why is
it Important?” The Maverick Group, 30 November 2022. Web.
Mahan, et al. “2019 Retention Report.” Work Institute, 2019. Web.
”Reducing Turnover: How workforce analytics can help lead to better
employee experiences.” PwC, 2022. Web.

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