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Talent Management

Develop employee value proposition & design initiatives for employer branding

The modern definition of Employee Value Proposition Employee Value Proposition is an ecosystem of support, recognition, and values that an employer provides to employees to achieve their highest potential at work.

The key difference here is that EVP should not be looked at as a two-way transaction, but as a comprehensive set of employer offerings that boost employee engagement and bring out the best in employees.

An effective EVP helps organizations and recruitment professionals in establishing a strong employer brand.

Employer branding is critical for an organization to attract top talent. Done right, an EVP offers a compelling answer to the question - Why should a highly talented person choose to work with us?

Designing an EVP that is unique to your organization will considerably improve your talent acquisition and retention, giving you an employer brand that has an edge over your competitors.

It makes talent management easy, even if you are trying to attract passive candidates.

employee value proposition definition

Develop talent management strategy to
Attract, Develop, Engage and Retain Talent

Attracting Top Talent

There’s no denying that recruitment marketing has changed drastically. Prospective employees are becoming more and more discerning in their job search.


In this tough market, it is important to attract the right talent. But retaining high performing employees is equally important, if not more.


In this tough market, it is important to attract the right talent. But retaining high performing employees is equally important, if not more.

Retaining Top Talent

In this tough market, it is important to attract the right talent. But retaining high performing employees is equally important, if not more.

Design assessment centre to acquire quality talent

Human beings are one of the most complex creations on this planet and understanding them is a difficult subject to study & practice. No wonder then that Mr. Sigmund Freud contested in his ‘Iceberg model of Consciousness’ that, like an Iceberg, which has only 10% of its total mass above the water, visible human behaviour is only 10%, while the drivers of behaviour (traits, beliefs, values) are submerged in our preconscious and unconscious mind. Under such circumstances, gauging human behaviour and one’s professional & inter-personal capabilities to hire the right fit is a challenging task that we face as an Organization.

Research suggests that Accuracy of Predicting the right resource via various hiring tools are as follows:

  • Screening of Resumes (18 – 20%)
  • Unstructured Interviews (14 – 15%)
  • Structured Interviews (40 – 45%)
  • Personality Test (50 -55%)
  • Ability Test (60%)
  • Assessment Centre (65 – 68%)

Develop Strategic Induction Program

And implement 30/60/90 day's tool for faster alignment of employee in the organization.

Induction is a process which aims to familiarise new employees with the organisation and their job. A well planned induction program will include information about the organisation, safety rules, general conditions of employment and the employees duties in the section or department in which they are employed. The induction process also gives new employees a feeling for the culture and values of the company in which they will be working for.

Inductions can be informal, such as when a new employee is greeted and shown to his/her place of work, or a formal program. Examples of formal programs include buddy systems and modules provided for the employee so that learning takes place during work, or in the employee's own time.

The induction process can be used for all new recruits, irrespective of their level of job or whether they are full-time, part-time or a casual worker. It can welcome new employees to the company as well as give refresher training to employees within the organisation so that they are aware of any "health and well being" policies and the procedures of the organisation.

Employee life cycle management and career planning

The employee life cycle is the different stages an employee goes through during their time at an organization. The role HR has during this process is very important.

Each stage throughout the cycle has its challenges, but it’s important for HR to continuously improve their process for each stage to better the success of their employees.

5 Stages Of the Employee Life Cycle


The first stage of the employee life cycle starts before they are even employed by the organization. Growing your business starts with hiring the right people. This is a crucial part in business development, and in order to succeed, your HR team should have a strategic recruiting process in place.

Some things you may want to consider:
  • Review your benefits plan and compensation packages. Make sure it’s competitive enough to attract top talent.
  • Have the roles and responsibilities for each position documented. It’s a good idea to review these and make sure they are consistently updated. This will help the interviewee have an understanding of what’s expected of them.
  • Have an interview process. Decide internally how many rounds of interviews you’ll hold, and if there will be any kind of written assignment, test, or specific questions asked during this time.

Onboarding is an important stage in the life cycle. This is where your new hire will decide how long they will stay with your company. Most employees decide within the first 90 days whether they want to quit their job or not.

Career Development

Employees want instant gratification these days. They want to know when they are doing a great job and are willing to prove that they can “be the best” at their role.

Employee Recognition

Maintaining your employee’s happiness is key to building a loyal and productive team. Having regular performance reviews will help encourage a positive workflow for employees.


At some point the life cycle does come to an end. Employees leave due to retirement, leaving for school, new employment, or for family leave. It’s important that your offboarding process is just as strategic as your onboarding process.

Managing The Employee Life Cycle

It may seem overwhelming but keeping organized is key. HR managers should seek support from upper management within the company. All of these stages can be handled internally, but it’s important that all levels of managers are aware of these procedures so everyone is in the best position for success.

Improve employee engagement
to improve motivation and retention

Today more than ever, organizations rely on the energy, commitment and engagement of their workforce in order to survive and thrive in the twenty-first century. As a former Navy SEAL, I can assure you that one of the fundamental reasons we continue to dominate our battlefield and defeat a very dangerous and decentralized enemy is due to the fact that we have 100% employee engagement. We have ecosystems of empowered teams that are fully engaged and working in a “decentralized command” environment.

According to Gallup’s State of the Global Workplace report, only 15% of employees worldwide are engaged in their jobs – meaning that they are emotionally invested in committing their time, talent and energy in adding value to their team and advancing the organization’s initiatives. More Gallop research shows that employee disengagement costs the United States upwards of $550 billion a year in lost productivity. So one could see why this is both a serious problem that most leaders and managers face with today’s workforce — but also an amazing opportunity for companies that learn to master the art of engagement.

Organization - employee fitment and right person on right seat analysis

Getting your people issues right starts with defining the right people for you. To do that, you must identify your core values as a company, then ruthlessly hire and keep only those people who share them.

Notice I didn’t say “define” your core values. Too often business leaders pen a feel-good list of what they wish their core value were. That’s worthless. You’ve got to be brutally candid about what’s really important to the critical people who make your business work. Your core values could be “leave no prisoners, work until we drop, get rich fast and everyone else be damned.” That’s not going to land you on many “best places to work” lists, but if that’s who you truly are at your core you can see how people who aren’t that way simply won’t fit in.


Core values on a piece of poster board in a conference room are useless. Core values as a feedback vehicle as part of an employee’s personal review? Powerful.

It can often be challenging to explain exactly what makes for a difficult employee. Try couching feedback in terms of company core values. In a feedback session say “you know that one of our core values is ‘customer first’, but this behavior didn’t reflect that.” Trust me, at this point you have their attention.


Job descriptions usually stink. Most are 2-4 pages of jargon and drivel that outline tasks a person is expected to perform.

The problem is that tasks don’t mean squat. Results are what mean squat. You must define your right seats in ways that people understand the essential results and responsibilities for which they are accountable. Forget long job descriptions. Identify the 5 major responsibilities of each role in your company. Only then can you have clarity around what the right seats on your bus look like.


Finally, identify who in your company is responsible for every seat and ask three simple questions about every person.

First, do they “get it”? You know when someone doesn’t get it. Don’t over-think this. When somebody doesn’t get it, you know.

Second, do they “want it.” Lots of employees toil in jobs that aren’t truly what they want to do. If someone doesn’t want a clearly defined role, they aren’t in the right seat.

Finally, ask whether the person has the capacity to do the job. If not, is there something you can do about it? If you can, consider doing it. If you can’t, you’ve got someone sitting in the wrong seat.