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3 Employee Value Proposition Trends Impacting YOUR Organization

redgrapharrowdownOnce again, I have decided to draw on our sister HR practice to borrow some of their cool data (a nice perk of being part of the CEB brand). At the end of last year, they undertook a thorough analysis of employee data to figure out how companies can better retain and attract key talent in 2013. Communications play a huge role in the employee attraction/retention efforts (both internally through engaging employees, as well as externally by helping the company brand and reputation stand out in the marketplace). So here are the 3 trends that I think every communicator should know about in order to maximize the impact of their internal and external communication in powering their employee value proposition.

More on employee engagement and motivation in the workplace

1. For the first time since 2006, the highly entrenched global workforce has started looking more actively for new jobs.  26 percent of employees have been actively looking for a new job, and 44 percent have been passively open to being recruited at the end of 2012.  The result is that organization must really focus on having a really strong offensive (attraction) and defensive (retention) Employee Value Proposition (EVP) strategy to get ahead of cyclical workforce trends. Employee engagement becomes particularly important in this kind of environment where people are starting to look around and consider “what else is out there”.

2. Amid constant change, employers are consistently failing in delivering on effective EVP. In 2006, 51 percent of employees were satisfied with their company’s EVP delivery. This percentage dropped to 39 percent in 2012, rising only slightly from the 2009 recession dip to 37 %.  As our previous year’s research shown, change is disruptive and the right type of change communications is vital to retain employees’ agility and keep their performance levels high. Communicators thus need to be very strategic in their communications to make sure they are pushing the right levers for driving employees’ performance in high change environment.

3. The importance of peers to attracting and retaining employees has risen steadily since 2006, whereas management importance has been steadily dropping.  Employees’ work is becoming increasingly interdependent and collaborative, and people spend more and time interacting, collaborating and sharing ideas with peers so it is not surprising that peers are increasingly becoming a driver of attraction and retention. Our latest research found that commitment to peers and networks is significantly higher driver of employee productivity and employee engagement compared to commitment to the company as a whole which has big implications for the way communications need to happen within the organization.

As always, I am curious if you see these reflected in your organizations and how it’s affecting work!

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