‘Why work for us? Why not someone else? Why should you choose us over all others?’
Historically, the answer would have been – ‘Because we’re great.’ An organisation-centric view that what’s on offer is irresistible, and talent, frankly, would be lucky to get through the door.
Many dined out simply on a name – Google; Apple; BBC; to name a few.
‘We’ll decide if you’ve got what it takes. If you’re one of us’. The list of most desirable employers was pretty stable.
Even small organisations, without a recognisable ‘name’ would attempt to articulate their uniqueness and by extension, prestige, to lure talent.
For the biggest organisations, that dynamic didn’t change very much around Covid. It was still very much ‘about us’.
But for everyone else, it did.
The struggle organisations faced during this time was three-fold: to balance the books with lower spend and complicated production; employee resistance to the slog of work; and at the same time, unprecedented employee anxiety created by the looming threat of furlough.
It led, in part, to the great ‘resignation’ – record numbers choosing to quit their jobs and seek satisfaction elsewhere.
But more broadly, the tables had turned. The work question suddenly became ‘well, what’s in it for me?’ Employers faced an employee-centric demand to make it worth their while.
Employers and EVPs responded by appealing directly to the perceived preferences of the employee base.
The promise of flexible, autonomous work-life balance was ubiquitous. The offer to ‘work your way’ and of ‘life-work’ balance were commonplace.
Is it time to reconsider your EVP?
However, now we might have hit peak ‘flexibility’. The EVP might need to shift with it. A few things are at play.
Firstly, the idea of the ‘hero’ employer might be over. Gen Alphas don’t see themselves staying in any one place for very long. They may well be looking for personal investments rather than life-time commitments.
At the same time, large organisations are pulling up the drawbridge on unlimited autonomy and flexibility. They’re not willing to accept (the possibility of) lower productivity as a consequence of hybrid working, and want people ‘back in’.
And so, if flexibility isn’t on the table anymore, and the era of superstar employers is over, what is the story for attraction and retention? Because effective attraction and retention is still as business-critical as ever.
What’s the place that employers and employees can reasonably and confidently meet?
Might it be that a skills-based, training and development orientated employment offer is the thing that both sides can agree on?
Employer: I’m not going to let you work anywhere, but will insulate you against rapidly evolving technological and market requirements. We’ll superskill you.
Employee: I don’t want to stay with you forever, but I do want you to make me better. What can you offer that will guarantee my time with you is worthwhile?
It seems likely that the EVP is going to have to express these new rules of engagement.
The third age of the EVP, if you will.
We’ll be discussing ‘The Third Age of the EVP’ at the next Blue Goose Briefing event with a panel of industry experts from the BBC, Co-op and Allianz. This free event takes place on February 26th. You can register here to secure your place.
