In the ever-evolving landscape of talent management, building a compelling Employee Value Proposition (EVP) is paramount. At Torque, powered by LRMG, we believe that an effective EVP goes beyond being a mere component of the employer brand; it serves as a strategic lever for bridging gaps between current realities and future aspirations. Here are some critical discussion points from the summit, along with our expert insights.
At the recent CHRO Talent Summit, my colleagues Nadia Barsch and Farah Ibrahim, engaged in insightful conversations that highlighted a common challenge: how to craft an EVP that truly impacts attraction, retention and engagement.
Enhancing your EVP to retain talent
A robust EVP is not just a catchy tagline; it’s a lived experience that resonates with employees on multiple levels. If your EVP isn’t helping with retention, you likely face one of two readiness gaps:
- It’s not aligned with what employees actually want
- It’s not being delivered effectively in practice
Think beyond perks – build purpose
Employees stay when they feel connected to a bigger goal. An effective EVP should reflect why people choose to work for you and, more importantly, why they stay. This involves creating a sense of purpose that transcends daily tasks and aligns with broader organisational goals.
Design EVP for different talent personas
Not every employee values the same things. While some may prioritise skills growth, others might seek inspiration and purpose. Understanding what motivates different groups ensures your EVP speaks directly to their needs and aspirations.
Deliver what you promise
A misaligned or undelivered EVP can be more damaging than having no EVP at all. Regular feedback loops are essential for tracking whether your EVP is reality or just rhetoric.
Takeaway: An effective EVP does more than attract talent; it ensures readiness by supporting retention. If your EVP doesn’t support retention, you’re not just losing talent. You’re losing competitive advantage.
Creating appealing career paths for traditional and non-traditional talent
The modern career landscape is far from linear. The best organisations don’t just offer job progression; they create ecosystems where talent can grow in multiple directions.
Breaking the ‘one-size-fits-all’ career model
Some employees aim to climb the corporate ladder, while others prefer lateral growth or gig-style projects. EVPs should accommodate these diverse career journeys instead of expecting everyone to fit into the same framework.
Shifting from “roles” to “readiness”
Leading organisations hire and promote their people based on skills rather than job titles, opening opportunities for non-traditional talent and fostering adaptability within the workforce.
Making development part of day-to-day activities
When learning and career growth are treated as extra activities rather than core components of the employee experience, employees may look elsewhere for opportunities. The most effective EVPs make continuous development integral to daily work life.
Takeaway: Careers today are about traversing various opportunities rather than climbing ladders. An effective EVP should enable structured yet flexible growth paths to attract and retain diverse talent.
Integrating cross-functional experience into leadership development
Effective leaders understand more than their specific function – they fully grasp how different parts of the business interconnect. Unfortunately, many leadership pipelines fail to provide this crucial cross-functional exposure.
Create intentional rotations
Leaders who have deep knowledge of finance, operations and the customer experience, bring unique perspectives compared to those who have operated in a siloed environment.
Encourage “leader as learner” moments
Leaders don’t need all-encompassing knowledge but must know how to learn quickly. Stretch assignments, mentorship across departments, and exposure to new challenges are essential components of this approach.
Make collaboration part of everyday culture
Cross-functional learning shouldn’t be exclusive to high-potential employees; it should be embedded in everyday work practices across all levels of the organisation.
Takeaway: Future-ready organisations cultivate leaders capable of navigating complexity through enriched cross-functional experiences embedded within their EVPs. If cross-functional experience isn’t part of your EVP, you risk creating leaders who can’t see beyond their function.
Final thought: EVP as a Readiness Strategy
The discussions at the CHRO event underscore an important shift: EVP is no longer solely about attraction; it has evolved into comprehensive business strategy aimed at bridging gaps in skills, inspiration, visibility and agility within organisations. Companies that excel aren’t merely crafting employer brand messages – they’re building environments where people can grow, lead, and thrive sustainably.
How is your organisation evolving its EVP to drive workforce readiness? Let’s keep this crucial conversation going.
Sally Acton
CXIO at LRMG
