Employer Positioning

When generating synergies between marketing and HR, one can not overlook learning from Levi Strauss or Nike. Both corporate giants offer tailor-made products to fit unique needs and desires of every individual customer.

HR departments already recognize the need to position their companies in job markets. They draft, declare, and communicate the company’s value proposition to employees and candidates. An Employee Value Proposition (EVP) in the form of a statement of why the total work experience at a given company is superior to that of another is however not enough.

EVP must be real in terms of what the employee receives from the company for their commitment and the contributions they are expected to make. VOI2C2E is a framework for detailing elements of an EVP*:

• Vision. The firm has a clear sense of the future that engages hearts and minds and creates pride among employees.
• Opportunity. The work provides a chance to grow both personally and professionally, and to develop skills and knowledge that promote present and future employability.
• Incentive. The compensation package is fair and equitable, including base salary, bonus, and other financial incentives.
• Impact. The work itself makes a difference or creates meaning, particularly as it connects the employee with a customer who uses the employee’s work.
• Community. The social environment includes being part of a team (when appropriate) and working with co-workers who care.
• Communication. The flow of information is two-way, so employees are informed about what is going on.
• Experimentation. Working hours, dress, and other policies are flexible and designed to adapt to the needs of both the firm and the employee.

Obviously, different employees will rank the importance of each element of this framework on their own accord. Therefore, an effective EVP will personalize the agreement so employees who meet expectations will be rewarded with VOI2C2E elements that matter most to them.

So, it is not only vital to differentiate the company from other companies. Just like Levi Strauss and Nike can address customers’ unique preferences, HR ought to differentiate the EVP for each employee.

The goal of HR should not be so much attempting to differentiate the company from other companies, as putting people first and differentiating effectively between them. This sort of flexibility from an EVP can build true commitment among employees.


* Ulrich, Dave, & Brockbank, Wayne (2005). The HR Value Proposition. Boston, MA: Harvard Business School Press.