With fierce competition for top talent, a compelling Employee Value Proposition (EVP) can significantly set an organization apart from its competitors. An EVP encompasses the unique benefits and rewards employees receive in exchange for their skills, capabilities and experience.
However, there often exists a significant gap between the advertised EVP and the actual experiences of employees. To bridge this gap effectively, organizations must rethink their talent management strategies and integrate internal mobility, making their EVPs more authentic and appealing.
The connection between EVP and talent mobility
Think of talent mobility as a powerful mechanism that propels an organization's EVP. Just as a well-tuned engine keeps a car running smoothly, talent mobility keeps the organization moving forward, lighting the path for employees’ career progression and personal development. By making talent mobility a crucial part of their strategy, companies create an environment where learning opportunities and growth are encouraged and celebrated, giving them an edge in today’s competitive job market.
What does the research say? According to a research study by the Brandon Hall Group, titled Building EVP in a New Era of Work, a strong correlation exists between opportunities for talent mobility and high levels of employee engagement and job satisfaction. The study found that organizations providing comprehensive talent mobility strategies recorded an increase in employee loyalty and long-term commitment.
However, talent mobility is more than just shifting roles or departments. It's about empowering employees with new skills and capabilities that increase their organizational value. More now than ever, modern employees are propelled by a knowledge-centric economy, seeking opportunities for continuous learning and professional development in their EVP.
In essence, embracing talent mobility and embedding it into your EVP creates a workplace that supports employee growth, satisfaction and commitment. This approach not only helps to attract and retain high-quality talent but also cultivates a dynamic, agile workforce capable of excelling in today's challenging business landscape. Thus, the interplay between talent mobility and EVP becomes a strategic advantage for any organization aiming to thrive in a competitive market.
The impact of DEIB and employee experience on talent mobility
The value of a positive employee experience in improving overall mental health and talent mobility cannot be overstated. Prioritizing diversity, equity, inclusion and belonging (DEIB) within an organization is a strategic move that enhances talent mobility and the overall EVP.
For HR leaders aiming to incorporate DEIB into their talent mobility initiatives effectively, here are a few implementable strategies:
- Facilitate DEIB training: Offering DEIB training programs to managers and employees helps increase awareness and foster understanding towards diverse backgrounds and experiences
- Develop mentorship programs: By creating programs that bridge the gap between employees from varying backgrounds through mentorship, organizations can promote cross-cultural learning and provide the necessary support for career development
- Invest in development programs: Provide programs that equip employees with the skillsets they need to excel in diverse roles across the organization. Cross-functional projects, rotational programs and training opportunities can amplify talent mobility, ultimately expanding employee skillsets.
- Promote employee resource groups (ERGs): ERGs create a supportive community for employees from diverse backgrounds. These groups play a crucial role in talent mobility by providing networking, mentorship and career guidance opportunities.
- Evaluate and enhance DEIB efforts: Regularly assess the impact of DEIB initiatives and talent mobility strategies. Employ feedback from employees to refine these programs, ensuring DEIB's integration into talent mobility remains impactful and relevant.
An EVP is more than just an attractive tool for potential employees — its authenticity is vital. By intertwining a comprehensive talent mobility strategy into your EVP, you can meet and exceed employee expectations, retaining top talent while cultivating a positive environment. This methodology promotes value, engagement and motivation, encouraging employees to contribute positively to the organization's success.
Consider implementing initiatives like employee assistance programs, flexible work arrangements and mental health awareness efforts. For instance, working remotely and offering stress reduction resources can help nurture happy workplaces with high employee satisfaction.
The sum of these efforts over time aids in crafting a compelling EVP that humanizes the workplace, optimizing talent retention and productivity.
The role of continuous learning and career growth
Continuous learning and career growth are critical to any effective talent mobility strategy. Development opportunities are the bedrock of a powerful EVP that fosters a sense of belonging. When workers can easily access and tap into new skills, they have ownership in the growth process and feel a greater sense of purpose and connection.
Organizations can harness the power of innovative platforms like the Cornerstone Opportunity Marketplace to cultivate continuous learning and career growth. This cutting-edge platform introduces self-serve technology, providing employees with seamless access to internal mobility and learning opportunities.
The Opportunity Marketplace nurtures an inclusive work environment by ensuring everyone has an equal opportunity to learn, grow and advance their careers, thus aligning effectively with DEIB strategies.
Organizations that place a premium on continuous learning and career growth can build an engaged, motivated workforce fully equipped with the necessary skills to excel in a rapidly changing business landscape.
Through the integration of continuous learning, career growth and support of platforms that foster talent mobility, organizations can enrich their EVP and create a learning culture and an environment where every employee can unlock their full potential.
Leveraging your EVP for talent mobility
Continuous refinement of your EVP strategy is not only helpful — it's essential. Recognize talent mobility as an integral piece in this adaptation process. It empowers the formation of a compelling EVP that aligns seamlessly with the aspirations of today's multifaceted workforce.
Embracing talent mobility, championing a culture of ongoing learning and cultivating a workspace that respects DEIB allows your organization to shape an EVP that resonates profoundly with potential and current employees. Digital experiences like the Cornerstone Opportunity Marketplace give your talent management strategy a distinctive edge.
Remember, your EVP is not stagnant. It's a dynamic entity that must evolve to meet the shifting needs of your employees and the fluctuations of market trends. To steer through the complex dynamics of the future of work and realize the immense potential of your EVP, read the entire research paper today.
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Maximise your EVP by leveraging talent mobility
With fierce competition for top talent, a compelling Employee Value Proposition (EVP) can significantly set an organisation apart from its competitors. An EVP encompasses the unique benefits and rewards employees receive in exchange for their skills, capabilities and experience.
Learning Culture as a Performance Lever: Sopra Steria and Axens Case Studies
The 20th-century industrial model was based on relatively stable sets of skills that needed to be taught to current and future employees on a large scale. Tools were intended to last for a long time and skills became outdated relatively slowly. Training was provided, companies were productive. Today, technologies, practices and expectations are changing too quickly to continue with this division of labour. Learning must take place at all levels, at all times within companies. Cornerstone spoke to two individuals, working in two very different industries, about this change: Jean-Charles Noirot from Sopra Steria, a services company, and Sirikit Beri from Axens, a manufacturing company.