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BW Businessworld

How will you boost employee morale when the chips are really down? Learn an effective EVP Strategy

At a time where we see an impact on the IT sector, a strong employee value proposition can set apart an organization in terms of being an ideal place to work

Employee value propositions (EVP) are the offerings provided by an organization in return for the skills, capabilities and experiences an employee brings to the organization. EVP is critical in attracting, engaging, and retaining good talent.

The value proposition demonstrates the organization's commitment to employee growth and management development and is central to the reasons why people choose to commit to an organisation.

At a time where we see an impact on the IT sector, a strong employee value proposition can set apart an organization in terms of being an ideal place to work. With automation, AI, global implications on hiring, it is even more crucial to engage employees in the workforce and reinforce stability, transparency.

Pooja Lal, Head- Strategic Initiatives, BI WORLDWIDE India says, “We help our clients with key strategies around Recognize, Engage, and Celebrate. We use our unique ‘Service Design’ approach in understanding the organization’s employees and include strategies on Recognition such as comprehensive recognition framework.”

Good organisations attract top talent by knowing exactly what they have to offer and staying true to that each day. When you keep your promise, great candidates turn into great employees who will give their best to grow the brand because they believe in the organisation. Good employees stay for a reason. Encourage them to spread the word that your company is a great place to work.

A great employee value proposition attracts people who share your company’s passions and values inspiring employees to work. Infusing employee value proposition appropriately will appear on job review sites from past employees. It will be what you’re known for among your customers.

BI WORLDWIDE works with organisations in creating a framework which assists them in ensuring that they are engaging their employees across all lifecycle stages using various tactics and tools available to them.

Pooja Lal added, "We follow a meticulous process to identify head and sub-heads under which a recognition and engagement framework can be designed and suggest an appropriate strategy for our clients that meets their needs and requirements."

She further said, “Recognition and engagement is industry agnostic. A research tells that 77 per cent of the decision making is emotional and not rational, thus influencing behaviour change becomes more important. Understanding human behaviour and the social science behind it along with the tools we have in place, we can create a high impact engaged workforce in any industry.”



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