Please Pass it On
Here’s a little brainteaser for you. Imagine making an employment proposition to the widest possible talent pool. Go on – try to identify the single most compelling reason why people of all skillsets should join you today. It needs to be a proposition that stands the test of time – and the scrutiny of all skillsets and mindsets that your organisation may need. That’s quite a challenge, isn’t it?
Now make that challenge a bit bigger (and future-proof your EVP in the process). Imagine what skills, values and behaviours your organisation will need in ten years. What will your workforce need to look, sound and be like? It’s hard to say, of course: but you can put in place the mechanism to make sure your company is able to attract the people it needs – whatever the talent map, the competitor activity and the marketplace of 2024 looks like.
The mechanism is obvious, but overlooked to an almost criminal degree. Large sums of precious budget are being wasted (or not fully optimised) because a few key steps are being ignored at the segmentation stage of EVP. Organisations are not measuring the needs and aspirations of groups who may, in a decade, be central to the success of the organisation. That’s simply madness â akin to having at your disposal the critical capability to attract the talent you need (40 business quarters from now) but choosing not to activate that mechanism, not to plan for future success.
The Inclusive EVP pioneered by 52N has worked across multiple brands, skillsets and KPIs – to deliver an authentic measure capable of attracting talent from all communities. It’s a powerful new tool in a world characterised by fast-evolving markets and quick-changing demographics.
What have we learnt when creating an Inclusive EVP? One of our clients, a European plc, noted the business benefits as being far more than just giving insights into their workforce and opening up their talent pipeline to all communities. An Inclusive EVP brings agility to an organisation the ability to react quickly (or even anticipate change before the need arises). It brings a capacity to innovate, to bring new thinking to the organisation whilst making the enterprise more resilient and better prepared for all eventualities. It is more than ‘just’ engagement: it’s a key part of organisational performance and organisational development and a genuinely strategic opportunity to thread inclusion of talent throughout the organisation.
That’s well worth creating and future-proofing.
Please Pass it On