Whether you’re looking to get people to inform a shiny-new EVP or you want to understand how strong your current EVP is, #TeamHive is here to help. We’re going to let you in on the secrets of how to make the most of employee feedback—and how to avoid the most common mistakes!
If there’s one lesson our People Scientists want you to take away from this blog, it’s this: don’t rely purely on employee voice to shape your new employee value proposition.
*Gasp!* That’s right—Team Hive and the experts behind our employee voice platform are telling you that employee feedback isn’t the Holy Grail you’re looking for.
We don’t always know how to articulate what we want, so the key is to back feedback with science (People Science, to be exact). Take this example: someone feels they aren’t paid enough, and while that’s a huge demotivator when true, it might not always be the entire story. What might be more deeply rooted in the problem are things like not feeling fairly rewarded, valued or recognised, or more about fairness in pay.
But employee feedback is still an important piece of the puzzle; how you use it will differ depending on what you’re trying to achieve. Thankfully, our People Scientists have worked with countless amazing HR teams and have learned a few valuable EVP lessons along the way! Let’s kick things off with a quick EVP recap…
What is an employee value proposition, exactly?
In its simplest sense, your employee value proposition is why people choose to work for your organisation—encompassing what people get in return for their time and hard work plus what it should truly feel like to work there. An EVP is typically influenced by a few key building blocks:
- Compensation: think salaries, pay rises, and how they’re fairly evaluated.
- Benefits: from holiday allowance and sick pay to wellbeing budgets and flexible working!
- Career: learning and development, progression, feedback, and everything in between.
- Work Environment: consider ways of working and how they contribute to a positive environment; from your office space to communicating with coworkers.
- Culture: address what makes your culture great; is it trust and collaboration? Is it the team spirit? Is it inclusive?
Many organisations will turn the above into a simple statement that communicates their overall EVP as part of their larger employer brand, helping people easily answer questions like: what will I get in return for my commitment and skills? Why should I work here? And why should I stick around?
Then, you’ll often find organisations turn their EVP into a statement that communicates the biggest selling points. Check out this amazing example from HubSpot:
How to create an employee value proposition with employee feedback
Although employee feedback may not be the be-all and end-all when it comes to EVP, it’s, still a vital part of your research stage. So here are few key ways your people can influence your EVP—along with some mistakes to carefully avoid:
It’s not unknown for organisations to crowdsource a handful of value statements and behaviours, and label them as their new EVP—which is the biggest watch-out we’re offering up. Overindulging people in these types of conversations is a real thing; most people aren’t HR practitioners or occupational psychologists, so they don’t have all the answers that will help you shape a powerful and effective strategy; there’s a reason your electrician doesn’t ask you which wires you want to go where in your sockets!
So do your own research and use your knowledge as a practitioner to shape their feedback into something that creates a strong EVP—involving people, rather than getting them to do the work for you.
2. Mission and values
Your EVP needs to be a combination of what your people want AND what the organisation wants, meaning there has to be a good alignment between people and organisational mission and goals. EVP projects go beyond HR alone; engage all of your stakeholders, from senior leaders to frontline employees, to create something with substance that truly represents your organisation and what it feels like to work there.
Your EVP is unique to your organisation, so check out as many examples online as you wish, but don’t replicate what others are doing; it won’t work! Your EVP makes up part of your wider employer brand and ultimately tells people what makes you great and why they should stick around; so give them something they can’t get anywhere else.
Make sure to find out what people value most about your employee experience and what makes you stand out from other organisations; your differentiators are important in making sure you stand out as an employer of choice!
So… what feedback should you gather?
Your people know what currently makes your organisation a great place to work and what the areas for improvement are. So when you’re gathering employee feedback and doing your EVP research, look for answers to the following questions:
- How do people perceive our organisational culture right now?
- What personal values do we have within the organisation?
- Are people aligned to our organisational values?
- What do people want from a great working experience?
Then, you need to look for the common threads; is there a handful of things that people value about working at your organisation that pop up time and again? What elements of employee experience seem most important to people? Can you identify any themes that align with your vision and goals? Those are the elements you need to focus on when crafting your EVP.
Remember: don’t limit yourself to one method of research. Go all in and try out different approaches, including surveys, interviews, focus groups… you name it!
How to measure your revamped EVP
Employee surveys are most useful to sense-check how values are landing and if your EVP is doing what it says on the tin—or if people are rolling their eyes because it just doesn’t resonate.
But there’s no one-size-fits-all when it comes to measuring your employee value proposition with employee surveys; what you ask will depend on your EVP and how it links into your wider people strategy.
Consider these two scenarios to see how you can dive deep into the details and get specific, targeted feedback by personalising your surveys to your EVP:
Scenario 1: the learning organisation
The biggest selling point of your EVP is how important learning is at your organisation; whether that’s external training, internal knowledge-sharing, or anything in between—your people are always striving to upskill themselves and are well supported in the process.
Clarify what ‘learning’ means for your organisation exactly; only 10% of learning comes from formal training, so what about the other 90%? The emphasis is on social methods, like mentoring and networking, or hands-on, experiential learning.
What that means for measuring your EVP
Survey questions should then focus on things like career progression, performance management and development plans. Consider questions that cover each form of learning we mentioned:
Scenario 2: the inclusive organisation
Your people value being able to bring their authentic selves to work, so your organisation’s inclusive culture drives engagement and is the main selling point of your EVP.
Map out exactly what inclusion looks like in your unique environment; do you have a hybrid workforce that makes remote workers feel just as included? Do you have incredible flexible working policies that let people fit work around their lives?
What that means for measuring your EVP
Focus on understanding which areas of inclusion matter most to your organisation—like belonging, equal opportunities or whether people feel they have a voice—by including questions like:
The moral of the story? Employee voice is key to creating a solid EVP that’s unique and aligns with your people strategy—but take any employee feedback with a pinch of salt, and make sure to mix in a generous helping of science and your own knowledge before you act on it.
Becoming an Employer of Choice with a Powerful Employee Voice Strategy
A 5-Step People Science Approach (With Survey Questions!)