The Employer Branding and EVP landscape today March 2024
The Employer Branding and EVP landscape today 2 Introduction and context As our research clearly informed us, very few things in life stand still. And if the last three to four years have taught us anything, it is the extent to which this is applicable across Employer Branding and EVP. Economic and labour markets have seen significant highs and lows during this time, with the pandemic largely placing the industry into hibernation. That was followed by two years of hugely competitive growth, as employers sought to hire from labour markets impacted significantly by both Brexit and Covid. The last year has seen yet more change. Inflation and the resulting high interest rates have been the source of both candidate and employer wariness. And 2024? Not without some trepidation, it does feel as though there is some positivity about to break out, with corporate optimism, CIPS activity and private sector hiring all trending upwards – and with potential interest rates moves going in the opposite direction. Given this amount of change and the potential absence of clarity accompanying it, we thought to engage with the Talent Acquisition industry in order to build a topical, robust line of sight of 2024. Throughout January, we collated the survey responses of just under 100 professionals, largely operating within the UK, across the Talent Acquisition space. We asked them about a range of subjects, including their thoughts about the coming year, their key challenges and where they might be focusing their relevant EVP/EB-related spend during 2024. We can’t thank them enough for their thoughts, time and consideration. The following white paper represents both our reporting and interpretation of the key takeaways from this survey. Our research has been enhanced by the contributions of the following TA professionals, who have added their own thoughts and interpretations of the data. We are hugely appreciative of their input: Claire de Souza, Co-founder, The EB Space Rebecca Monk, Chief People Officer at Softcat plc Craig Morgans, Acquisition COE Leader at Direct Line Group Stuart Hazell, Global Talent Brand Director at Workday
The Employer Branding and EVP landscape today 3 Key out-takes - T omorrow’s EVPs solutions need to be done at pace and with agility – the speed of change around us now demands this. Take too long and your EVP points backwards rather than forwards; - Y our EVP does not exist in a vacuum, but too few organisations benchmark effectively and objectively against the competition – and when we do, there’s a temptation to be too positive; - J ust 7% of our survey felt their EVP was where they wanted it to be – there’s always work to be done; - T here is a clear drive for EVP to have more of an internal presence and influence – its communications are sharing more and more DNA with consumer communications. And EVP professionals and those responsible for delivering internal comms have more and more in common; - T here remains a struggle to create positive impact with senior leadership, largely down to an inability to produce and present meaningful metrics to this audience; - E D&I is seen as far less of a focus for EVP/EB spend looking at the next 12 months – is this a concern or is it now successfully established as a key element of EVP and EB?; - D ifferentiation across Employer Branding remains a challenge for the majority of in-house professionals – their work is struggling to cut through and stand out; - L ess than half of our study feel their EVP/EB is ready should we see the labour market become more competitive; - O ne of the key challenges employers face is achieving an optimum balance between consistency and flexibility. Equal numbers have issues about a lack of consistency across their organisation, and those who feel pressured into using solutions suitable for markets other than their own; - G iven what has happened to employee bases over the last four years, organisations want to project more empathy within their EVP/EB; - G enerating employee stories and doing so at pace remain challenges for organisations – and is the source for a real internal training need;
The Employer Branding and EVP landscape today 4 Headlines - E VP and Employer Branding remain high priority for organisations in 2024, regardless of potential market weaknesses; - S pending intentions remain strong but weaker than in 2021; - E VP spending focus on ED&I have declined since 2021; - O rganisations are simply responding to the prevailing market, rather than making a long-term investment in EVP and EB; - 6 1% of employers had either reviewed their EVP within the last 12 months or were currently conducting that process; - E ncapsulating an EVP when there is so much change about is a major challenge for practitioners; - T hey want to see EVPs delivered at pace and with topicality; - T here is a clear absence of common criteria through which to evaluate an EVP; - J ust 5% disagree that EB won’t be more closely aligned to their consumer brand within the next 12 months; - J ust 8% disagree that EVP won’t be more integrated with internal comms within the next 12 months; - J ust 25% disagree with the view that an inability to produce the EB metrics which successfully influence senior leadership inhibits the profession; - J ust 41% feel their EVP and EB are ready should real strength return to the labour market; - 3 6% want greater speed and agility in their ability to source employee content and stories.
The Employer Branding and EVP landscape today 5 Our survey questions and your responses Our initial conclusion from the survey was the amount of optimism expressed through our participants’ answers. At a time when it is easy to conclude that the Employer Brand might be taking something of a back seat with UK GDP anaemic at best, some 89% of our survey agreed that the message and communication of their Employer Brand would be a major priority over the coming year. “I think EB practitioners are paying more attention when it comes to comms and message. Typically, companies have got a good grasp of the who they’re communicating with and how from a channel standpoint, but standing out and differentiating whilst balancing authenticity and creating valueadding content, that’s another thing.” STUART HAZELL To what extent would you agree with the following statement? The message and communication of our Employer Brand is a major priority over the next 12 months. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 6 We then asked a related question, more directly referencing recent economic struggles, questioning the extent to which EVP and EB activities remain priorities within the employers represented within this research. Again, the response feels very positive, emphasising that such initiatives do indeed remain front of mind. Some 70% of our survey felt they were working for organisations that maintained a long term investment in their EVP and EB, regardless of the immediate economic climate. To what extent would you agree with the following statement? Current economic challenges mean that EVP and our Employer Brand are far less a priority today than in the past. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 7 Mirroring a question we asked in a similar survey run during 2021, in the aftermath of Covid, we wanted to look to the future and get an impression for how our survey participants see the next 12 months, in terms of how their organisation will invest in EVP and EB. Given the economic pressures of the last year – GDP in the UK remaining flat, relatively high interest rates and no shortage of high-profile redundancy programmes – then we were apprehensive about how this question might be answered. Just 14% of our survey feel that the amount of money they will be investing in EVP and EB will reduce, compared to 50% who anticipate increases. Even the 37% who see this spend remaining the same over 2024 might be seen as a positive response. Interestingly, comparing these results to those from 2021, there are a lot of similarities. This year’s reading suggests, however, slightly more organisations will be reducing their spend – 14% compared to 7% for the previous survey. There was a similarly positive answer when we asked about the size of the in-house team working on EVP and EB over the last year within the organisations of our participants. Just 12% of our survey had experienced team downsizing, compared to 33% who had seen their team increase in size – some 8% had even seen significant team growth. Perhaps people with a positive experience over the last year are more inclined to answer such a survey, nevertheless, there is more sense of confidence and robustness circulating across the EB and EVP community than we might have anticipated. “This data suggests a deeper understanding of employer branding’s ROI. Organizations are realizing it’s not a ‘nice-to-have’ but a ‘must-have’ to attract and retain top talent, even in uncertain times. It’s heartening to see the commitment, and hopefully, those hesitant 14% will soon see the positive impact a strong EB strategy delivers.” STUART HAZELL Over the next 12 months, I anticipate that our spend on our Employer Brand will: Reduce significantly Reduce slightly Remain the same Increase slightly 10% 9% 5% 40% 36% Increase significantly
The Employer Branding and EVP landscape today 8 We then asked a follow-up question probing the areas in which our participants were likely to focus their EVP/EB spending over the next 12 months. This years’ answers tended to concentrate on four main areas – reinvigorating the EVP, more use of social media, their careers site and ED&I. What is of real interest is the picture around ED&I spend. Our survey in 2021 saw 57% suggesting that they were likely to be focusing more efforts around ED&I. This year that figure dropped down to 29%. Whether this is down to employers feeling they have achieved an ideal balance around this area (and it has become something considered business as usual) or there is simply less focus, is likely to vary from organisation to organisation. “Particularly notable to me was the decreasing focus on EDI in the context of future EVP plans. There is much work still to do to achieve true equality in the workplace, reduce the gender pay gap and boost the number of senior women on boards and in leadership teams. At Softcat, we will be maintaining our spend in this area as we continue to push for progress.” REBECCA MONK The overall optimism reflected around spend intentions needs to be viewed through the lens of the market. Although the majority of our survey is generally positive about what 2024 might bring, there is a slight wariness. We asked a question around long term EB/EVP investment as opposed to an approach that is driven by the prevailing economic conditions. The responses suggest an environment in which EB practitioners are having to justify their organisation’s investment in this space on a regular basis, and that there remains a residue corporate wariness about what such investment is delivering. The long-term perspective appears to take a back seat to short term demands and pressures. To what extent would you agree with the following statement? Rather than simply reacting to the state of the economy, I would prefer that we had a long-term and consistent approach to EVP/EB investment. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 9 81% of our survey participants feel their organisation can be reactive to market conditions and, reading between the lines, there is a sense of vulnerability – that the function has to justify itself on an on-going basis for funding purposes. (The sense of how the function justifies itself was a growing theme during this survey). If, financially, there remains a need for EVP/EB to justify itself at C-Suite levels, there is the firm feeling that the function is maturing. That there is more recognition, presumably across hierarchical peer groups, of the contribution and potential of the function. We asked our participants whether they felt that their Employer Brand had gained greater recognition within the organisation. The response was hugely positive. The same question was asked of our audience in 2021 and the response was not hugely different – although the percentage disagreeing with the sentiment increased from 2% to 13%. To what extent would you agree with the following statement? The importance of our Employer Brand has been recognised to a much greater extent over the last 12 months within our organisation. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 10 Challenges, opportunities and direction of travel If we sense that there is a generally (if guardedly) positive sentiment across the profession, where do we think the EB/EVP function is heading and what sort of challenges do practitioners feel it will encounter? One of the areas we touch on during this study is around the relative topicality of an EVP. Because the world is changing at pace, having an EVP which reflects the current marketplace, rather than a dated one that looks back, is key. To be relevant, to deliver on its objectives, an EVP needs to reflect the current challenges and opportunities around it. And this, broadly, is what we encountered during our research. Whilst it feels somewhat surprising, in 2024, for any organisation not to have a formally expressed EVP, this remains a very small minority. More positively, 62% of our study had either reviewed their EVP within the last 12 months, or were in the process of doing so. Another 8% were planning on doing just this in the next year. It is something of a surprise, particularly given the changes of Covid itself and its impact over the last four years, that 10% of organisations have not looked at their EVP since before the pandemic. Given the changes the labour market and candidate sentiment have been through in the intervening period, there are clearly questions to be answered as to how effective and relevant such an EVP remains. When was the last time you reviewed your EVP? We don't yet have a formal EVP It's something we're planning on doing over the next 12 months It's something we're doing right now Pre-Covid Post-Covid Within the last 12 months 33% 16% 10% 29% 8% 4%
The Employer Branding and EVP landscape today 11 We then asked a supplementary question, touching on the amount of uncertainty and change within the market, and whether this created challenges summing up an EVP. For us, this is about moving away from the notion of putting an EVP in place and then largely ignoring it for the next three to four years. Few organisations and fewer markets remain static over such a time period. This is not necessarily about constant EVP reinvention – which suggests instability and potential confusion – rather it is about constant validation and checking. About regular liaison with employee groups (as well as external candidate communities), around both the essence of the EVP and the Employer Branding messaging that helps it to land. We need to ensure that they both remain fit for purpose and fit for the current marketplace. At the same time, organisations do not hire in a vacuum, they hire in a highly competitive context. A context, again, which will change and evolve – talent competitors will grow, merge, decline, develop new products and migrate their own employer branding initiatives. There are both a lot of moving and evolving elements to your EVP and its Employer Brand. To ensure you are continuing to generate optimum returns on this investment, it’s so important to regularly gauge the context in which it is operating. The response to this question is varied, however just 31% disagree with the view. The more static and unmoving an EVP, the less it feels relevant within a market that evolves at pace. To what extent would you agree with the following statement? So much has changed over the last three years, that distilling our employment experience into an EVP is challenging. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 12 Our follow-up question provided additional clarity around this point. We asked people about the pace of change happening around their organisation and the employment experience it provided, and whether this impacted on the pace and agility required of EVP solutions. This, we feel, is important. The EVP process, in a desire to be robust, inclusive and comprehensive, can become elongated. It can simply take too long. Months and months can pass between original research and the EVP conclusions born out of this research. Because of the volume and pace of changes impacting employer, competition set and market, the relevance and validity of such research will diminish the longer this process goes on. We touch earlier on how much and how often the market has changed since Covid. If an EVP and its Employer Branding communications is predicated on outdated research, then it will be a reach for such communications to be anything other than outdated themselves. To what extent would you agree with the following statement? Because so much is changing around our employment experience, we need EVP solutions to be done at a pace to sum up the times we’re living in. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree “Forging future EVP/EB solutions demands a swift, flexible and adaptable approach. Procrastination not only hampers progress but also jeopardizes the positive impact of any EVP/EB, underscoring the crucial need for timely refinement and deployment. To truly excel, organisations must liberate themselves from isolation, objectively benchmarking against competitors and avoiding any overly optimistic self-assessment.” CRAIG MORGANS “An EVP today truly needs to be embedded properly with your internal stakeholders for its potential to be truly realised. It can’t sit still either - once you have done the first round, then every year you should be validating it, refreshing it and making sure it moves with the market. Only then will you always have a current EVP.” CLAIRE DE SOUZA
The Employer Branding and EVP landscape today 13 Much of this research, either directly or indirectly, touches on the journey and trajectory of the EVP. We asked our survey participants about the desired direction of their current EVP over the next 12 months, regardless of whether this was likely to formally change or not. The results were both interesting as well as being slightly frustrating. For most EVP owners and managers, it feels as if there is work to be done. Just 7% feel their EVP, in its current state, is where they would like it to be. (Which is an interesting percentage, given that 33% of survey participants had reviewed their EVP within the last 12 months). Regardless of whether we intend changing it right now, I feel our EVP needs to become more... 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Other (please specify) Outward looking Employee focused More purpose driven It's about right where it is Dierentiated Community focused About belonging Ambitious Forward-facing Inclusive Confident Empathetic
The Employer Branding and EVP landscape today 14 What stands out, for us, are the 27% of respondents who feel their EVP could be more differentiated. On the one hand, there is a positive element to this – understanding the extent to which an EVP is differentiated suggests a comprehensive and topical grasp of what competitors are doing in this space. Perhaps less positive is acting on such insight and knowledge. Whilst few organisations operate within entirely virgin territory, there will always be key facets of their business, their culture, their remuneration, their direction which are different. It is about understanding which elements of this mix do stand out and which can be owned. That organisations are still talking about achieving greater differentiation feels somewhat frustrating in 2024. “The ongoing quest for differentiation in Employer Branding presents numerous challenges, as inhouse professionals continue to grapple with standing out in a saturated field. The readiness for a more competitive labour market underscores the necessity for both innovative and proactive measures, whilst striking a balance between consistency and flexibility emerges as a pivotal challenge, as organisations strive for an optimal equilibrium.” CRAIG MORGANS What feels perhaps more positive about this graph are the number of references to values such as ambition, forward facing and confident. There is the clear feeling that more can be achieved with and via their EVP.
The Employer Branding and EVP landscape today 15 As we touch on earlier, understanding how an EVP and its Employer Branding compares with talent competitors is key. Hiring takes place in a highly competitive context. Candidates are unlikely to be speaking with just one potential new organisation. With that in mind, we wanted to understand more about this sense of benchmarking. How did our participants feel their work stacked up against their peers? At first glance, these responses feel positive, indeed bullish, with just 5% disagreeing that their EVP and Employer Brand does not compare favourably with the competition. However, a more forensic analysis raises questions – 18% of our group make no efforts to benchmark this activity. We also have 58% of our survey who feel that their work is superior to that of their competitors – particularly when we reference this answer to the previous question and just 7% feeling their EVP was where they wished it to be. This feels like an over-confident, non-objective reading of the situation. We might also consider the 18% who neither agree nor disagree with the sentiment. If they neither agree nor disagree, it feels as if their benchmarking is not proving hugely effective. It feels as if the sector could be more rigorous about how it measures its outputs and outcomes. Having a broadly industry-wide, common set of parameters with which to judge an EVP and its effectiveness feels both necessary and, currently, non-existent. To what extent would you agree with the following statement? I am confident that our EVP and EB benchmark positively within our market sector. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree We don't benchmark ours Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 16 We then probed our audience further around the key metrics they tend to extract from their Employer Branding activity in order to gauge its success or otherwise. Consistent with the previous question, the range and volume of parameters chosen by our group was very wide. With the possible exception of quality of applications and engagement scores, answers ranged widely. Clearly, different organisations (and industries) will have their own set of priorities, but what is clear is the absence of common criteria by which practitioners are able to judge their efforts. Even using a metric such as quality of applications can feel subjective, open to interpretation and at the potential mercy of hiring managers. Again, the 18% who reported that their organisation does not extract metrics from its EVP and Employer Branding efforts feels both telling, as well as being a missed opportunity. What are the most important metrics that you can extract from your Employer Branding initiatives? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Other (please specify) We don't currently extract metrics from our EVP and EB initiatives Our engagement scores Pulse survey scores from new joiners Glassdoor score Proportion of applicants we lose during the application process Organisational activity Our external profile Winning awards Our referral numbers Our retention figures Quality of applications D&I metrics Number of applications Cost per hire Candidate survey
The Employer Branding and EVP landscape today 17 Perhaps such benchmarking could take learnings from other internal stakeholders. What our survey touches on is a clear desire for the EVP to be more holistically considered within an organisation, more aligned with consumer and institutional brands. One of the criticisms of EVP work in the past, has been an absence of internal application and presence. Although constructed through insights gained via internal employee populations, the EVP can often be used purely as an attraction device. The essence and DNA driving career site and recruitment messaging. In some cases, it is used to influence the candidate experience, so that applicants are exposed to consistent messaging from application through to offer. However, this is often the full extent and reach of the EVP. It is often simply left at the front door. It is rarely the source of internal communications, despite the obvious logic of continuity between what a candidate hears by way of attraction and what they are exposed to on joining. The response to our question below suggests there is a real groundswell to see this change. To what extent would you agree with the following statement? I think our Employer Brand will become much more closely aligned with our consumer/institutional brand over the next 12 months. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree
The Employer Branding and EVP landscape today 18 To what extent would you agree with the following statement? I think our EVP will become more integrated with areas such as internal comms and customer/stakeholder marketing over the next 12 months. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree One of the key stumbling blocks to achieving greater cohesion between Employer Branding messaging and internal comms is the co-operation of two different departments. From a supplier perspective, whilst TA professionals will choose from a certain list of partners and agencies, those people within internal comms will often have a completely different list. Bridging this gap to a greater extent than is currently the case should be entirely possible, however, there are some obvious challenges along the way. Might we see EVP/EB and internal comms functions merging soon? They seem to occupy much common ground and both are likely to be suffering from both budgetary and team capacity issues. Associating the messaging of the Employer Brand more tangibly with that of internal comms would also create a more obvious presence and impact to senior management.
The Employer Branding and EVP landscape today 19 To what extent would you agree with the following statement? Factors such as Covid, ED&I, the cost of living squeeze and mental health challenges mean that we are taking a much more peoplebased approach to our EVP and its messaging. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree It will be interesting to see if a balance can be achieved in terms of the answer to the question above – with the EVP and EB sharing more and more DNA with internal comms and potentially customer messaging – and the answer to the next question. We asked whether, in the context of Covid, mental health pressures and the cost-of-living squeeze, employers were having a more people-based focus to their EVP work. The results feel very positive and largely unanimous. Just 7% of our survey disagreed with this view. The last four years have thrown up huge personal and professional challenges to an organisation’s employee base. That these should not be reflected in terms of the people offer and how it is delivered to both internal and external audiences feels an anathema. Whilst an EVP, by definition, is about the employee, we would expect to see much more in terms of empathy being expressed in 2024. “In a world full of uncertainty, humanising our employer brand and prioritizing people, throughout messaging and strategy, isn’t just a nicety, it’s non-negotiable. We have a responsibility to connect with people on a deeper level, regardless of external pressures. Let’s remember, it’s always peoplefirst, people-led, people-driven – that’s the key to attracting and retaining top talent in any climate.” STUART HAZELL
The Employer Branding and EVP landscape today 20 If much about our survey felt positive and optimistic, we also asked our survey audience about potential bumps in the road. What sorts of issues were likely to impact their efforts in this space? Again, the answers to this question raised some all too regular themes. Issues such as insufficient investment in the function, a lack of resources within the relevant team and insufficient buy-in from above all touch on similar challenges. Making the case for an appropriate investment in EVP and Employer Branding has long dogged the profession. There is the sense that this touches on the absence of common parameters and KPIs with which to judge how such initiatives are working. Armed with harder facts and metrics, then the case to senior managers potentially becomes one easier to make. What doesn’t get measured, doesn’t get managed, in the words of Mr Drucker. “Investment and resource remain two top priorities for organisations when it comes to employer branding, but we are starting to see a shift – it is becoming more and more pivotal for businesses as a fundamental. The missing link is having a data set that reflects and promotes its value - which in turn helps those future conversations around investment into it.” CLAIRE DE SOUZA What is the biggest challenge your Employer Brand faces over the next 12 months? Insu cient investment Insu cient buy-in from senior leaders Economic challenges We don't have the resources within our team The pressure of our competitors Having a consistent message across our organisation 21% 8% 11% 24% 10% 26%
The Employer Branding and EVP landscape today 21 To what extent would you agree with the following statement? Our inability to produce Employer Branding metrics which influence senior leadership inhibits the progress of our function. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree This point was emphasised through answers to the following question around an absence of relevant metrics and the resulting inability to influence senior leadership. Just 25% of our survey disagree with this sentiment. This leaves an awfully large percentage of participants and organisations who are not able to influence those people who are making budgetary decisions as to why EVP and Employer Branding require further investment. Engagement and effective dialogue with such key stakeholders in order to create a clearer understanding about what is important – and it would be unlikely if finances were not a key part of this – organisationally and specifically at C-Suite level is critical. EVP and EB has to be capable of making a business case and being seen to make sure a case. Similarly to 2021, some 26% of our survey see an absence of a consistent message across the organisation as being their key challenge over the next year. This feels worthy of additional probing. Perhaps it relates to those organisations whose EVP is either being currently worked on or whose EVP is years old, however, one of the key functions of an EVP should be exactly that – the source material, content, DNA and stories of a consistent message. We could, too, draw the conclusion that this consistency is absent in different locations, cultures, geographies and languages. Often one of the key missteps in constructing an EVP is to approach this in either a top-down or head office/centralised approach. If your people across your organisation, regardless of function and location, do not feel they have contributed to the EVP, it can feel a distant concept. There is a consequent lack of belonging, ownership and advocacy across the whole organisation.
The Employer Branding and EVP landscape today 22 Much of this project has been based on creating greater clarity and understanding during times that can seem fast moving and often bewildering. With that in mind, we asked our people about the future and their respective readiness for it. If many people are viewing 2024 through the lens of cautious optimism, then how prepared is their EVP and EB for an improvement in sentiment? To what extent would you agree with the following statement? I feel we are ready, EVP and EB wise, should strength and confidence return to the labour market. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Strongly disagree Disagree Neither agree nor disagree Agree Completely agree There is a fair amount of nuance around these answers. Whilst 41% do feel that their EVP and EB are in a good place should consolidated confidence return to the market, this is not the full picture. 29% disagree and another 30% are on the fence. Much of this feels the result of the doubt and absence of clarity surrounding 2024. Inflation appears to be coming down, but there are murmurs it might rise again before falling. Interest rates are likely to fall, but when? Perhaps there is little wonder that employers are not sure as to whether their people messaging is right for what 2024 holds. Again, nimbleness and agility is key given the lack of clarity around the economy and its associated labour markets – rather than long, drawn-out bureaucratic journeys to a new EVP.
The Employer Branding and EVP landscape today 23 As we look to the future, we asked our survey what would benefit them most in terms of their ability to deliver on their Employer Brand. There appear both short and more longer-term fixes that would improve an organisation’s ability to deliver their EB. Clearly, enhancing the perception of an entire industry sector tends to be an ongoing consideration, and usually one calling for cross-sector collaboration. There is a consistency about the 33% looking for the ability to deliver EVP at greater speed and the 36% of people searching for greater agility in terms of sourcing and communicating great people stories. We have touched on the need for EVP to be more nimble and more able to communicate the employment reality of today, rather than several months previously. Consistent with that is landing the sorts of people stories that engage – again, done at speed, so they remain relevant. Of course an EVP has to be robust and comprehensive, but in being too slavish about this, if this stretches a project out, then its validity and topicality are compromised. For 42% of our survey, we return to the theme about greater internal connectivity, about creating greater synergy between internal comms and talent acquisition. About there being one message for people audiences. Which of the following would be of most benefit to your ability to deliver your Employer Branding objective over the coming year? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Other (please specify) Greater ability to deliver an EVP at speed Greater internal connectivity with culture and internal comms More understanding about the social media landscape Greater agility about generating interesting people stories A higher status for EB internally Tailored EB training for our team A better perception for our industry sector
The Employer Branding and EVP landscape today 24 In a departure from the 2021 survey, we introduced an open text format for the final two questions on our study. The first one touched on the challenges our participants anticipated over the next 12 months for their EVPs. There were perhaps no surprises that challenges over budgets for the coming year featured regularly within these comments. The ability to forge a compelling and successful internal business case remains a challenge for the sector – and a challenge related to issues around formal metrics which influence at leadership levels. Over and above this, two key themes emerged as negatively impacting our participants’ ability to deliver the EVP they want. Firstly, was their inability to embed their EVP internally, to successfully engage employees with the EVP. Again, this relates to scenarios whereby the EVP can feel an alien construct, developed elsewhere with very little relationship to a particular site, country or language. Similarly, the EVP can feel top down, the product and influence of senior leaders, but with little connection with the majority of employees. The second key element emerging combines two themes and the balance to be achieved. Many organisations are struggling with consistency – their EVP lacks coherence in certain situations, its delivery deviates from its original source. The other side of this, and one cited by a number of our survey, is about the introduction of greater flexibility. For example, certain UK professionals were struggling with how to adapt a US-centric EVP which culturally wasn’t engaging with local audiences. The balance, then, of flexibility and consistency is an on-going debate for EVP owners. Our final question of our, very patient, participants asked them to suggest one initiative that would enhance their EVP and EB activities. Whilst the issue of budget was fairly common, more relevant was the size of team. Clearly, there was often a relationship between the two (but not always). Finding bandwidth and headcount to deliver on the potential of EVP remains a challenge. Ironically, as the possibilities of EVP expand, then this places greater demands on those seeking to deliver it. Again, and particularly at a time when headcounts will be under the financial microscope, the ability to make the case for expanding the team responsible for delivering EVP is so important. This perhaps makes the idea of combining internal comms with EVP even stronger. Other fascinating ideas that came out of these responses largely touched on creating greater internal connection with the EVP. People are interested in internal training for employees in order to create greater connection and greater potential advocacy for the EVP – what is it, how was it developed and what can we do with it? The use of an external partner to help construct the EVP remains valid. It would make sense for more internal people to be aligned to how to optimise the EVP within an organisation. There was, as well, real interest in employee content generation capabilities. How can organisations generate people stories at pace and deliver them to the appropriate communications channels – whether this be a careers site or social media or the intranet. It can feel as though the mechanics around such a logical initiative do not move as efficiently as possible right now.
The Employer Branding and EVP landscape today 25 Want to know more? If you have any questions about the data and findings in this report, or if you feel that you’d like some help, support or even a little chat around your EVP and Employer Branding, then we’d be happy to jump on a Teams call to learn more. Mike Heal 07973 131017 | 020 7025 3500 mike@wdad.co.uk
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