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
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