Importance of Evp for Talent Retention

Stop treating your Employee Value Prop like a tagline. Start using it to galvanize your entire workforce. Most companies say they have an EVP. Few know what to do with it. It’s not about career site copy or rebranded onboarding kits. A real Employee Value Proposition unlocks momentum, the kind that aligns 5,000 (or 80,000+) people around a shared purpose. I learned this firsthand leading culture transformation at one of the largest healthcare employers in the U.S. Here’s the truth: If your EVP lives in HR, you’ve already lost. It’s not a talent tool. It’s a business accelerator. The organization had scaled through acquisition. That meant fragmented cultures, legacy systems, and a “one company” message that didn’t match reality. Corporate strategy called for innovation and next-level care. But the culture wasn’t built for it - yet. So we started with the people. Thousands of conversations, not just surveys. We asked: What connects you to your work? What keeps you proud? We found a unifying force: the collective drive to deliver incredible care. That became our EVP. But the transformation came when we operationalized it. We built outcome-based pillars, not just values, but decision lenses. Not words on posters. Tools for action. They became: Hiring guides (we trained recruiters to assess for alignment, not just skills) Onboarding narratives Manager scorecards Performance criteria Bonus frameworks (yes, compensation tied to culture outcomes) Every function, not just HR used the EVP to guide decisions. It became the organization’s GPS. And we didn’t do it alone. We partnered with outsiders - not consultants, but provocateurs. People who pushed us beyond industry norms. Who asked the uncomfortable questions. Who helped us stop designing for now and start designing for what’s next. One of those partners now runs a venture called Fauna, a testament to what bold collaboration can spark. Here’s what I’ve learned: If your EVP isn’t designed to: 🔹 Align culture and strategy 🔹 Focus every team around shared outcomes 🔹 Make performance part of your values …then you’re missing the point. This isn’t about launching an internal brand. It’s about building a culture system that accelerates your business and turns people into believers. So ask yourself: → Does your EVP live in a slide deck… or in daily decisions? → Are your values just wall art… or linked to pay and performance? → Did HR build your EVP… or did the whole business? An EVP buried in HR is a missed opportunity. An EVP wired into your operating model? That’s how real transformation sticks.

Free snacks won't heal a toxic culture, no matter how premium the coffee is. Employee retention strategies have a dark side. Don't get me wrong, I appreciate many company cultures. But there is a dark side. For example, sometimes I see: → Companies installing ping pong tables instead of fixing toxic management → HR focusing on office perks rather than creating psychological safety → Leadership celebrating free lunches while ignoring burnout So if you're trying to boost retention, and you're focused on material perks... Remember, people don't leave companies for lack of snacks. They leave people who make them feel insignificant. In today's workplace, here's what employees truly need: → Leaders who actively listen → Regular constructive feedback → Recognition for achievements → Open communication channels → Fair treatment for everyone → Professional development paths → Leadership that advocates for team needs → Transparency during changes → Support during challenging times → An environment of mutual respect → Protection from unnecessary pressure → Empathetic handling of concerns → Teams that foster belonging → Support for work-life balance → Safe spaces to voice concerns → Trust in the company vision → Work that feels meaningful The core of retention isn't about perks - it's about leadership that focuses on what truly matters. It's about growing cultures where trust is the foundation. Where people feel seen, heard, and valued. What's one thing you believe leaders can do to better support employees? Share your insights below ⬇️ ♻️ Repost to help people in your network. And follow me for more posts like this.

Recruiting in an Employer’s Market? Stay Humble—and Stand Out Today’s job market? It’s an employer’s market. Great talent is in demand, cautious about changing roles, and rightly so. Many are staying put in stable jobs, and candidate experience has become more valuable than perks alone. So if you’re trying to win talent, don’t lead with swagger—lead with substance. 1. Don’t be arrogant. Candidates are wary of empty promises. Research shows nearly 53% face misleading hiring practices, and 47% want clear salary info up front. When you over-hype perks without transparency, you lose trust—and lose them. 2. Know your unique differentiator. What makes your workplace truly different? Is it: A skill-first culture (not credentials‑first)? By 2025, hiring is shifting to recognize practical skills over degrees. A genuine Employee Value Proposition (EVP) that extends beyond salary, growth, values, flexibility, community—that’s been shown to attract more committed hires? 3. Articulate a real EVP. Your EVP isn’t just buzzwords. It needs to answer: “Why should a talented professional leave a stable, safe job to come here?” Share specifics: Career acceleration: mentorship, transparent feedback loops, skill‑building budgets. Purpose woven in: “We X through Y.” Be concise and authentic. Culture markers, such as mental wellness days, remote-first, and open-source mindset, should be supported by data, including turnover rates and survey results. 4. Prioritize candidate experience. 66% of applicants accept offers because of a positive hiring process; 26% reject offers due to a lack of communication. That’s right—how you treat people now can be the deciding factor. Keep them informed. Clear, timely communication beats flash perks. Give them feedback—even if they don’t get the job. 79% would apply again if they got constructive insight. Make the process efficient and respectful: avoid long application forms, impersonal chatbots, or drawn-out rounds. 5. Embrace realism, not spin: Many top performers see switching jobs now as a risky move. If your narrative overpromises—saying “join us and skyrocket without effort”—you’ll be ignored. Instead: Be honest about where you’re headed as an organization. Show them someone like them thriving inside your team. Offer a clear roadmap of what career progression looks like. *Ask why it matters. *Lead with humility. *Avoid hype, default to openness. *Highlight real differentiation. *Invest deeply in candidate experience. *Communication and feedback increase acceptance rates. *Offer clarity, not fantasy. In today’s employer market, it’s not about waving the biggest carrot—it’s about walking the walk. If you’re genuinely fostering growth, transparency, care, and purpose in your organization, say it clearly, show it consistently, and candidates will listen. Let’s elevate recruitment together. Aspire Talent Advisory!

While I’m known as an M&A guy these days, I started my career as an agency recruiter, placing top candidates with great employers. The talent wars were in full swing, with tech candidates juggling multiple job offers. While some candidates focused on their pay package, most wanted to know more than just how much cash was on the table. This led to conversations about what we now call the Employer Value Proposition (EVP). The EVP answers the ultimate employee question, “What’s in it for me?” (WIIFM). WIIFM remains an important question in my current job. When we extend offers to acquired employees, they want to know WIIFM. When we do org changes, employees want to know WIIFM. When people are comparing a new job offer to their current role, they weigh WIIFM. They are looking at competing EVPs. A compelling EVP truly differentiates a company from its competitors, showcasing unique attributes that appeal to potential and current employees. So this week, let’s talk about how the EVP helps retain great people, keep them engaged, and help them navigate workplace change, including M&As. When I think about EVP, a few key components come to mind: - Total Rewards: Compensation, benefits, and other perks. - Company Culture: The values, beliefs, and behaviors that define your work environment. - Career Opportunities: Growth, development, and advancement opportunities within the company. - Employee Experience: The physical workspace, work-life balance, and feeling connected to their work. What elements of EVP do you find most important? Which ones did I miss? I’d love to hear your thoughts.