Academic literature on the topic 'Employee value proposition (EVP)'
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Journal articles on the topic "Employee value proposition (EVP)"
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Arasanmi, Christopher N., and Aiswarya Krishna. "Linking the employee value proposition (EVP) to employee behavioural outcomes." Industrial and Commercial Training 51, no. 7/8 (October 7, 2019): 387–95. http://dx.doi.org/10.1108/ict-05-2019-0043.
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Purpose The purpose of this paper is to examine the link between employee value proposition (EVP) dimensions, employee commitment and organisational citizenship behaviours (OCBs) in organisations. Design/methodology/approach This cross-sectional study collected data from 134 employees of a government department using a survey method. The collected data were analysed with a regression method using Statistical Package for Social Sciences version 24. Findings The regression analysis shows that perceived organisational support, and work environment (WE) influence employee commitment. Also, the relationship between organisational commitment (OC) and OCB was found to be significant. The analysis also confirms that OC mediates the relationship between the EVP variables and OCB. Research limitations/implications This study is cross-sectional research, future studies may adopt a longitudinal method or multi-sourced data for further research insights. Due to the adopted research design, the findings should be interpreted with this in mind. Practical implications This study helps to understand the impact of EVP attributes on employee commitment in organisations. The finding would benefit organisations on the need to enhance EVP fulfilment, and its benefits findings from the study show perceived organisation support and WE affects OC while OC affects OCB. It is crucial for organisations to consider and align EVP strategies in their people management strategies. Originality/value This study contributes to the EVP theory by analysing the role of affiliation dimension of the EVP on employee commitment. Prior research appears to have neglected the influence of the EVP on employee commitment.
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Pattnaik, Salila Kumar, and Rajnish Kumar Misra. "Employer Value Proposition." International Journal of Human Capital and Information Technology Professionals 7, no. 4 (October 2016): 15–32. http://dx.doi.org/10.4018/ijhcitp.2016100102.
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In a competitive global market, organizations are striving to retain the best talent by providing sustainable employer value proposition (EVP); ‘value proposition' employees perceive or expect from their employer. Although EVP is conceptually appealing, there has been little systematic effort to empirically examine the dimensions of EVP. Information technology companies are adopting strategies to provide proposition that attract and retain employees. This paper identifies the attributes of EVP from the perspective of employees working in Information Technology companies in India. A scale is developed and validated to measure EVP on a sample size of 474. EVP scale was tested for its factor structure, reliability and validity. The results indicated that EVP scale comprised of five attributes; developmental value, inspirational value, work environment value, work value, and work life balance. The finding of the research is discussed; limitations noted; recommendations for enhancing EVP in IT companies, and future research directions.
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Azman Ng, Normardiyah Binti Muhammad, and Lazim Bin Mohd Zin. "The Relationship Between Employee Value Proposition and Employee Loyalty: A Conceptual Framework." Journal of Business and Economics 10, no. 8 (August 20, 2019): 788–93. http://dx.doi.org/10.15341/jbe(2155-7950)/08.10.2019/009.
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An Employee Value Proposition (EVP) is the unique value of benefits offered to the employees and the employee will get consequently from the skills, capabilities and experience they convey to an organization. An EVP is about differentiating the organization from the others. Employee loyalty is when they employee feels satisfied, obligated and willing to commit and stay with the organization for organizational success. In this paper, the relationship between EVP and employee loyalty will be proposed. A conceptual framework on this relationship is used as a fundamental for highlighting the roles of EVP in influencing talented workers or outstanding performers to remain loyal with the current organization. Five dimensions of EVP such as rewards, opportunity, organization, work and people are discussed, and its potential significant influence on employee loyalty is concluded at the end of the discussion.
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Ng, Normardiyah Binti Muhammad Azman, and Md Lazim Bin Mohd Zin. "The Relationship between Employee Value Proposition and Employee Loyalty: A Conceptual Framework." Journal of Business and Economics 10, no. 10 (October 22, 2019): 959–65. http://dx.doi.org/10.15341/jbe(2155-7950)/10.10.2019/004.
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An Employee Value Proposition (EVP) is the unique value of benefits offered to the employees and the employee will get consequently from the skills, capabilities and experience they convey to an organization. An EVP is about differentiating the organization from the others. Employee loyalty is when they employee feels satisfied, obligated and willing to commit and stay with the organization for organizational success. In this paper, the relationship between EVP and employee loyalty will be proposed. A conceptual framework on this relationship is used as a fundamental for highlighting the roles of EVP in influencing talented workers or outstanding performers to remain loyal with the current organization. Five dimensions of EVP such as rewards, opportunity, organization, work and people are discussed, and its potential significant influence on employee loyalty is concluded at the end of the discussion.
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Suri, Emilia Andam. "The Dominant Factors of Employee Value Proposition: Generation Y." Advanced Science Letters 21, no. 4 (April 1, 2015): 910–12. http://dx.doi.org/10.1166/asl.2015.5927.
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The institution compete smartly to attract the generation Y talent from workforce market. After they get the best talent, they face significant challenges to retain them by boosting their motivation, job satisfaction, and engagement in order to achieve outstanding performance. On the other hand, employee value proposition (EVP) is one of the factors to improve the employee’s commitment. The institution with the clear EVP will enhance the employee’s commitment. Many literatures describe about the characteristic of generation Y and also with EVP. But, only few researcher explain about the EVP in the perspective of generation Y. This journal is trying to research what are the dominant factors of employee value proposition (EVP) from the perspective of generation Y. The respondents are the generation Y who work at the one of the institution in Indonesia.
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Setiawati, Lina. "Internal Communication Obstacles in The Implementation of Employee Value Proposition." International Journal of Applied Business Research 1, no. 02 (July 29, 2019): 140–54. http://dx.doi.org/10.35313/ijabr.v1i02.60.
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Dealing with the uncertainty in business conditions, several companies are missing out the opportunity to increase employee engagement and attract while also sustaining top talent. Because employees today have increased bargaining power, the job market is highly transparent, and attracting top skilled workers is a highly competitive activity. Hence, today more companies should be taken seriously to developing the analytic solutions related on retaining the employee within the organizations. This paper analyses interaction between employees through internal communication, which involves Employee Value Proposition (EVP) program in one of the state owned company in Indonesia. The analysis shows that in such cases, there is a need to collaborate between employee and employer to choose suitable communication model in attract and retain talent. In this research focus to develop analytical approach to analyse communication of EVP in order to choose the suitable internal communication model for one of state-owned company in Indonesia. This study was supposed to start with qualitative, processed by quantitative and end with qualitative data analysis methods. The study finds employee unsatisfied with the amount/number and quality of information that employees get. To overcome that, company advised to create a new channels communication for all of the employees to share information either internal news or public news.
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Deepa, R., and Rupashree Baral. "Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment." Journal of Product & Brand Management 30, no. 6 (May 7, 2021): 883–97. http://dx.doi.org/10.1108/jpbm-01-2019-2212.
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Purpose This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits. Design/methodology/approach The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices. Findings The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE. Originality/value This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.
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Jung, A.-Lam, and Ji-Hwan Lee. "The Effect of Golf Instructor’s Perceived EVP(Employee Value Proposition) on Job Satisfaction and Customer-Orientedness." Journal of Golf Studies 15, no. 1 (March 31, 2021): 205–16. http://dx.doi.org/10.34283/ksgs.2021.15.1.16.
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Kim, Hye-Lin, and Na-Kyung Kwon. "Examination of the Effect of Employee Value Proposition(EVP) on Job Satisfaction and Organizational Loyalty." Journal of the Korea Contents Association 13, no. 7 (July 28, 2013): 369–78. http://dx.doi.org/10.5392/jkca.2013.13.07.369.
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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.
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In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
Dissertations / Theses on the topic "Employee value proposition (EVP)"
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Gustafsson, Linda, and Emma Wernersson. "Attraktiva fördelar : - en undersökning om en privat organisations arbete med employer branding, arbetsgivarvarumärke och EVP." Thesis, Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25777.
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Ökande konkurrens mellan företag har gjort att det blir allt viktigare att profilera organisationen som en attraktiv arbetsgivare för att på så sätt kunna attrahera kompetent personal så att företaget kan bibehålla positionen på marknaden.Studiens syfte har varit att få kunskap om hur processerna kring arbetsgivarvarumärket bedrivs, vilka fördelar som anställda uppfattar att en anställning i företaget innebär samt vad företaget behöver arbeta med för att attrahera framtida personal. 43 webbaserade enkäter med personalen, 12 enkäter med högskoleklass tillhörande målgruppen, 2 kvalitativa intervjuer med HR-personal samt 44 miniintervjuer med potentiell framtida personal har genomförts för att besvara följande frågor: hur arbetar organisationen med employer branding? hur upplever de anställda organisationens EVP? och vad efterfrågar potentiella medarbetare hos en framtida arbetsgivare?Resultaten visar brister i det strategiska arbetet kring employer branding processerna. En lyckad intern strategi har medfört stark organisationskultur och organisationsidentitet som skapat lojalitet gentemot arbetsgivarvarumärket hos de anställda. Den externa strategin särskiljer dock inte arbetsgivarvarumärket från varumärket, och ett starkt EVP saknas då identitet, profil och image inte överensstämmer.Nyckelord: Arbetsgivarvarumärket, Employer branding, Employee value proposition, attrahera personal, privat organisation
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Vergara, Rogério Guede. "Um estudo exploratório sobre a Employee Value Proposition (EVP) no mercado de seguros brasileiro." reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/16555.
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Human resource management practices follow the evolution in the management of the human capital of organizations. Marketing activities focused on corporate brand providing essential and strategic service to identify, formatting and dissemination of the employer's brand. Together the two areas begin to play supportive role in attracting qualified professionals enhancing and propagating the corporate identity to potential candidates through EVP. The EVP, the Employer Brand and Employer Reputation relate through the practices of recruitment and selection, which is HR area to first keep in touch with potential candidates and start the construction of the psychological contract with the new employee. The employer brand, as the image of the organization, is used to attract, retain and engage people and has the EVP as its central core. This study identifies the practice of recruitment and selection as the main theoretical connection between EVP, the employer brand and employer reputation and identifies that Opportunity as the most relevant dimension of the EVP for the studied public.
As práticas da gestão de recursos humanos acompanham a evolução na gestão do capital humano das organizações. As atividades de marketing voltadas à marca corporativa prestam serviço essencial e estratégico na identificação, formatação e divulgação da marca do empregador. Juntas as duas áreas passam a desempenhar papel solidário na atração de profissionais qualificados, reforçando e propagando a identidade corporativa aos potenciais candidatos através da EVP. A EVP, a Marca do Empregador e a Reputação do Empregador se relacionam através das práticas de recrutamento e seleção, que é área de RH que primeiro mantem contato com os potenciais candidatos e inicia a construção do contrato psicológico com o novo empregado. A marca do empregador, como a imagem da organização, é utilizada para atrair, reter e engajar as pessoas e tem a EVP como seu núcleo central. Neste estudo se identifica a prática de recrutamento e seleção como a principal conexão teórica entre a EVP, a marca do empregador e a reputação do empregador e se identifica que oportunidade como a dimensão da EVP mais relevantes para o público estudado.
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Nilsson, Isabella, and Mikaela Löjdqvist. "Recruiting Through the Grapevine : The relevance of employee referral programs within the field of employer branding." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-32061.
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Abstract Title: Recruiting Through the Grapevine - The relevance of employee referral programs within the field of employer branding Date: 2016-06-03 Authors: Mikaela Löjdqvist & Isabella Nilsson Course: Bachelor Thesis in Business Administration (FOA214), 15 HP University: Mälardalen University Academia: School of Business, Society and Engineering Supervisor: Magnus Hoppe Examiner: Eva Maaninen-Olsson Co-assessor: Konstantin Lampou ____________________________________________________________________________ Research question: How do employee referral programs, as a part of the recruitment process, connect to the employer brand of a company? Purpose: Understanding the correlation and connection between the two concepts, employer branding and employee referral programs, may help companies recognize the importance of using such programs as a stable foundation of their recruitment process. Thus concurrently, identifying the consequences that the employer brand presents, has on the employees and their willingness to recommend. This leads to the purpose of this thesis, which is to examine the connection between employee referral programs and a company's employer brand. Methodology: Answering the purpose and research question was approached by using a mixed method, based on the qualitative and quantitative approaches. The qualitative method was used in the two semi-structured in-depth interviews, while the quantitative approach was used in construction and analysis of the survey. Both methods provide a foundation to strengthen the arguments not only for the results of the survey, but also for drawing conclusions when trying to answer the research question. By using a case company, a real-life understanding of how the connection between employer branding and the employee referral program correlates. Conclusion: A connection between employee referral programs and the employer brand can be denoted from the conducted research within the chosen case company. However, if this connection is true for all companies, needs to be further investigated. Keywords: employer branding, employee referral programs (ERP), employee value proposition (EVP), recruitment, staff-word-of-mouth (SWOM), word-of-mouth (WOM)
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Van, der Merwe Stephan Johannes Marthinus. "Remuneration’s role in the EVP decision-making process." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/23062.
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The key objective of this study was to determine the importance of remuneration in the organisational employer value proposition (EVP) decision-making process, who the EVP decision makers in organisations are, and whether EVP strategy is aligned with the organisational strategy.A quantitative study, using a survey as data-collection method, was conducted. The survey was developed to explore the importance of remuneration in the EVP process and to gather data regarding EVP decision makers and the alignment of EVP to organisational strategy. A total of 101 respondents participated in this study, and content analysis was used to interpret the data. The data were collected via SurveyMonkey and statistically analysed using SPSS.The findings indicate that remuneration and all of its components are crucial to the process of EVP decision making. The findings also indicate the importance of aligning EVP strategy to organisational strategy. The main EVP decision makers in organisations are the CEO and the Human Resources Manager. Organisations need to find the correct mix of decision makers in this process to optimise value. Organisations should also ensure alignment of the EVP with organisational strategy, and implement an optimal remuneration strategy to ensure the best possible EVP. A relationship framework was developed to graphically represent the findings of the study.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Knox, Heather Joy. "Attracting and retaining talent: identifying employee value proposition (EVP) drivers of attraction and retention in the South African labour market." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020065.
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Rapid changes in the business environment as a result of globalisation, mergers and acquisitions, skills shortages and demographic changes in the workplace have led to a greater realisation of the importance of talent management and its role in ensuring a sustainable and successful organisation. Attracting and retaining talent has become one of the most important activities for organisations in order to ensure their competitive advantage. Companies must now differentiate themselves from competitors by offering current and potential employees an employment offering that they value. The employee value proposition (EVP) communicates to the internal and external workforce why they should work for and remain with a particular organisation. Identifying the attributes that employees' value is important in attracting and retaining the best talent. The aim of the study was therefore to identify the EVP drivers that a) attract and b) retain employees as well as those attributes that drive both attraction and retention. The influence of demographic variables, such as age and gender, on attracting and retaining employees was also explored. A structured questionnaire, based on the Corporate Leadership Council‟s EVP model, was developed and respondents were asked to indicate the importance they attach to each EVP attribute. A total of 204 respondents from 13 medium-sized to large-sized organisations in South Africa, participated in the study. The results showed that the quality of senior leadership, quality of managers and the organisation's reputation for managing people were the most important EVP drivers of both attraction and retention. The size of the organisation's workforce was the least important attribute for both attraction and retention. In addition, the results revealed there were no significant differences between EVP attributes that attract and retain males and those that attract and retain females. Furthermore, age plays a significant role in attracting and retaining talent. These results have significant implications for companies as they should design their EVP‟s based on what employees' value and deem to be the most important to them. Organisations need to start focusing on the generational differences that are present in today's business and adapt their EVP‟s accordingly.
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Johansson, Lisa, and Hanna Eriksson. "Attrahera och behålla personal : En studie om attraktivitet på Högskolan Dalarna." Thesis, Högskolan Dalarna, Personal och arbetsliv, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:du-27758.
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Flera forskare skriver om vikten av att vara en attraktiv arbetsgivare, som idag är viktigare än någonsin, speciellt när konkurrensen om personal ökar. Genom att skapa ett attraktivt arbetsgivarvarumärke ökar chanserna att attrahera och behålla kompetent personal (Ehrenborg & Höglund, 2016). Tidigare forskning visar att flera olika faktorer är viktiga att ta hänsyn till i arbetet mot att skapa ett starkt arbetsgivarvarumärke, faktorer som bland annat motivation och intern marknadsföring (Grönroos, 1996; Lievens, 2007). I följande studie undersöks Högskolan Dalarnas attraktivitet som arbetsgivare utifrån ett medarbetarperspektiv, med syfte att finna attraktiva erbjudanden för att behålla och attrahera medarbetare. Studien är en metodkombination som i huvudsak bygger på en kvalitativ metod med kvantitativa inslag och har genomförts i form av intervjuer och en enkätundersökning med adjunkter på Högskolan Dalarna. I studien framkommer attraktiva attribut som flexibel arbetstid, möjlighet till utveckling och trygga relationer samt mindre attraktiva attribut som lön och förtroligt ledarskap. Vidare i studien diskuteras utvald teori och framtagen empiri som slutligen mynnar ut i ett antal förslag till hur Högskolan Dalarna kan fortsätta sitt arbete med arbetsgivarvarumärket i bemärkelsen att vara en attraktiv arbetsgivare.Several researchers write about the importance of being an attractive employer, which today is more important than ever, especially when the competition for staff increases. By creating an attractive employer brand, the chances of attracting and retaining competent staff increase (Ehrenborg & Höglund, 2016). Previous research shows that several factors are important to consider in the work towards creating a strong employer brand, factors such as motivation and internal marketing (Grönroos, 1996; Lievens, 2007). In the following study, the University of Dalarna's attractiveness as an employer is examined from an employee perspective, with the aim of finding attractive offers for retaining and attracting employees. The study is a method combination based mainly on a qualitative method with quantitative elements and has been conducted in the form of interviews and a questionnaire survey with adjuncts at Dalarna University. The study reveals attractive attributes such as flexible working hours, opportunity for development and safe relationships, as well as less attractive attributes such as payroll and trustworthy leadership. In addition, the study discusses selected theory and empirical evidence that ultimately emerges in several proposals for how the Dalarna University can continue their work with the employer brand in the sense of being an attractive employer.
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Nymann, Angelica. "”Varför lärare?” : En kvalitativ studie om att attrahera och behålla lärare i en kommun med lärarbrist." Thesis, Högskolan Dalarna, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:du-30299.
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Lärarbristen är ett utbrett problem i Sverige. Vikten av att kunna attrahera samt behålla lärarnas kompetens är därför stor. Syftet med denna studie är att få en förståelse för hinder som påverkar möjligheten att attrahera samt behålla lärare. Studien bygger på lärare vid grund- samt gymnasieskolor i Borlänge och deras uppfattningar kring vad som är attraktiv respektive oattraktivt i yrket. Detta genom mer djupgående intervjuer för att komma åt bakomliggande motiv och tankemönster. Resultatet visar att det lärarna främst uppfattar som attraktivt i sitt arbete är att yrket upplevs som viktigt och meningsfullt, är varierat och ombytligt, innehåller mycket social kontakt samt goda relationer och ger dem en erkänsla genom att vara eftertraktad. De faktorer som lärarna främst lyfter fram som oattraktiva är att lönerna i kommunen är för låga, arbetsbördan och stressen är stor, ledarskapet och kommunikationen brister samt konflikter med elevernas föräldrar som ställer orimliga krav och lägger sig i undervisningen.The lack of teachers is a widespread problem in Sweden. The importance of being able to attract and retain their expertise is therefore great. The purpose of this study is to gain an understanding of obstacles that affect the ability to attract and retain teachers. The study is based on teachers at elementary- and upper secondary schools in Borlänge and their views on what is attractive and unattractive in the profession. This through more in-depth interviews to access underlying motives and thought patterns. The result shows that what the teachers perceive as attractive in their work is that the profession is deemed as important and meaningful, is varied and changeable, contains a lot of social contact and good relations and gives them a recognition by being sought after. The factors that teachers mainly emphasize as unattractive are low salaries, heavy workload and great stress in combination with lacking leadership and poor communication, as well as conflicts with the students’ parents who place unreasonable demands and interferes in the teaching in a disturbing way.
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Bergström, Emma, and Erica Jansson. "Unga vuxnas syn på attraktiva arbetsgivare : En kvantitativ undersökning om hur man som arbetsgivare ska arbeta för att attrahera och behålla Unga vuxna." Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-85477.
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Syftet med undersökningen är att öka kunskapen kring hur organisationer kan använda sig av Employer branding för att bli en attraktiv arbetsgivare i syfte att attrahera och behålla Unga vuxna samt att undersöka om det finns några skillnader mellan Unga vuxna män och kvinnor i vad de värderar hos en attraktiv arbetsgivare. Begreppet Unga vuxna har i den här uppsatsen avgränsats till individer mellan 18-29 år. Vi vill undersöka hur Unga vuxnas värderingar på arbetsplatser ser ut och vad de värderar högt hos en attraktiv arbetsgivare. Slutligen vill vi också undersöka om det finns någon skillnad mellan Unga vuxna män och kvinnors värderingar hos en attraktiv arbetsgivare. I den teoretiska referensramen redogörs det för begreppen Employer branding, Employer Value Proposition (EVP) och Unga vuxna. Det redogörs också för om det finns några skillnader mellan Unga vuxna män och kvinnor, och vilka skillnaderna i så fall är. Undersökningsmetoden är en kvantitativ enkätundersökning och genomfördes genom att skicka ut en enkät till våra nätverk på Facebook med uppmuntrande till individer inom undersökningens population att svara. Totalt besvarades 154 enkäter och 153 av enkäterna kunde användas som underlag för undersökningen. Av resultatet framkommer det att Unga vuxna värderar samtliga EVP-värden som ligger till grund för undersökningen, men de värderas olika mycket. De faktorer som värderas högst av Unga vuxna för att de ska finna en arbetsgivare attraktiv är möjligheten till utveckling, att trivas med sina kollegor och att ha en bra balans mellan arbetsliv och privatliv. Det framkommer också att det inte finns några stora skillnader mellan könen i de värderingarna, men att Unga vuxna kvinnor generellt värderar EVP-värdena något högre.
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Lejdeby, Nicole, and Carolin Östman. "How to Win the War for Talent among Professional Engineers : An Employer Branding Perspective." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-75139.
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Organisations strive to gain competitive advantages and there is an increasing demand for more advanced technology in today's dynamic and complex environment. The importance of engineering is increasing in the global world, which leads to a higher demand of professional engineers. They represent among the hardest roles to fill. The short supply of engineers, the high employment rate and low unemployment rate among engineers in Sweden makes it difficult for companies to attract them. This issue is often described as ‘The War for Talent’. The War for Talent is a greater issue for organisations within the public sector because of negative prejudices, reputations and stereotypes. This and the fact that there are limited resources for marketing within the public sector when they are funded by the government, make it difficult to compete with organisations within the private sector. The public sector in Sweden is relatively large, and The Swedish Transport Administration is a large company within the public sector that need to prepare for the war for talents among companies within the private sector. The purpose of this research is to investigate work value preferences of professional engineers and important recruitment aspects to consider, when choosing an employer. To deal with the war of talents effectively, the concept of employer branding has been developed as an effective organisational strategy for employment. In the report, we will study the concept of employer branding and the employer branding process, work value preferences and important recruitment aspects to enhance understanding of how companies can attract professional engineers in Sweden, to initiate a career within the public sector. Our data collection was through qualitative interviews with eight professional engineers, both from the private and the public sector. Our study developed an adapted framework with work values preferred by Swedish professional engineers that can be used as a guide to help and enable to attract and recruit engineers towards the public sector. We found differences between the public sector and the private, and six core values preferred by Swedish professional engineers, where organisations in the public sector should put a certain emphasis on two of them. There were some certain preferences among recruitment channels, and we found that recruitment strategies could enhance, improve or damage the brand and that the corporate reputation affects the opinion of the company. We also have some specific recommendations towards the case company.
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Parreira, Jaco. "An analysis of an employee value proposition / Jaco Parreira." Thesis, North-West University, 2007. http://hdl.handle.net/10394/1839.
Full textBooks on the topic "Employee value proposition (EVP)"
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Biga, Andrew, Allan H. Church, Cara F. Wade, Angela K. Pratt, Kaitlin Kiburz, and Maxine Brown-Davis. Inside Organizations. Edited by Tammy D. Allen and Lillian T. Eby. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199337538.013.34.
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Designing effective work–life programs is critical as these solutions directly impact how people get work done, an essential function of all organizations. Work–life programs are used as a way to enhance and promote the employment brand and value proposition that organizations offer to potential new hires and current employees. There is significant risk with these programs as modification and removal of such programs can result in public backlash and a decline in employee morale and engagement. This chapter will review current and future challenges in implementing effective work–life solutions along with a wish list of research to assist practitioners in improving the use and effectiveness of these programs.
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Hammer, Leslie B., Caitlin A. Demsky, Ellen Ernst Kossek, and Jeremy W. Bray. Work–Family Intervention Research. Edited by Tammy D. Allen and Lillian T. Eby. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199337538.013.27.
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This chapter reviews the literature on work–family interventions focusing on linkages to evidence-based employee health and well-being outcomes and on return on investment (ROI) in organizations. Work–family interventions include, but are not limited to, alternative work arrangements, family supportive supervisor behavior training, work redesign to increase schedule control, and the provision of dependent care supports. Work–family interventions have the goal of reducing work–family conflict and in turn increasing the health and well-being of employees and the organizations in which they work (Kossek, Hammer, Kelly, and Moen, 2014). Sixteen studies were identified that meet our criteria. The chapter provides a discussion of establishing the work–family intervention value proposition with a focus on ROI, concluding with a discussion of approaches and guidelines for future work–family intervention research and practice.
Book chapters on the topic "Employee value proposition (EVP)"
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Trost, Armin. "The Employee Value Proposition." In Talent Relationship Management, 35–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54557-3_5.
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de Oliveira Bambini, Simone Ribeiro. "Bodymedia Theory: A Value Proposition for Organizational Culture." In Strategic Employee Communication, 23–35. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97894-9_2.
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Mascarenhas, Bruna Gomes. "Employer Branding, Employee Value Proposition, and Employee Experience: New Approaches for People Management in Organizations." In Strategic Employee Communication, 97–103. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97894-9_8.
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Veldsman, Dieter, and Desiré Pauw. "The Relevance of the Employee Value Proposition for Retention in the VUCA World of Work." In Psychology of Retention, 75–89. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98920-4_4.
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Daum, Diane L., and Jennifer A. Stoll. "Employee Preferences." In Employee Surveys and Sensing, 153–70. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190939717.003.0010.
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Understanding and delivering on employee preferences results in real business outcomes, such as more effective hiring, decreased attrition, and stronger customer service. The authors begin with an introduction to the literature on employee preferences, especially as related to the employee value proposition (EVP), employer branding, and person–organization and person–job fit. They advocate using direct preference measurement techniques such as ranking, point-allocation exercises, and conjoint surveys that require respondents to make trade-offs that reveal what matters most to them and supplementing these with qualitative techniques such as interviews, focus groups, and open-ended comments to provide additional context. The authors emphasize the importance of using the information collected to ensure that the EVP supports the organization’s strategy and will be credible to employees and candidates, while conveying what differentiates them from talent competitors.
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Pandita, Deepika. "Drivers of Employee Engagement and Engagement Value Proposition." In Advances in Human Resources Management and Organizational Development, 99–108. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7799-7.ch006.
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This chapter will focus on the drivers of employee engagement and will define the engagement proposition for the employees in the organization. It is important for the human resource systems in companies to be effectively clubbed with new processes to make employee engagement an end-to-end practice. Employers know that engaged employees are more productive, and therefore, every organization needs to analyze the drivers of employee engagement. There are many drivers to employee engagement. This chapter will discuss a few engagement drivers, namely meaningful work, workplace environment, and recognition.
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Ash, Colin G., and Janice M. Burn. "The e-ERP Transformation Matrix." In Managing Business with SAP, 158–78. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-378-4.ch009.
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A model of e-business transformation is developed for ERP enabled organisations, based on the findings of a longitudinal multiple case study analysis of SAP sites. The model is represented as a matrix along three stages of e-business growth. The theory embedded within the matrix recommends that successful e-business transformation with ERP systems occurs when B2B value propositions are realized through integration and differentiation of technologies, used to support new business models for delivering products and services online. In addition, the management focus evolves through employee self-service and empowerment towards extensive relationship building with e-alliances. The matrix can be used by ERP business managers to guide their strategies for organisational transformation but also highlights critical stages of change.
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Sharma, Shaurya, and Shivankar Sharma. "Redefining the 21st Century Labor Paradigm." In Handbook of Research on Unemployment and Labor Market Sustainability in the Era of Globalization, 17–33. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2008-5.ch002.
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At a time when the Indian subcontinent is beset with a burgeoning population, rapid urbanization, and high disposable incomes, the Indian economy is at a precarious stage of balancing demand uncertainties with pressures to minimize bottom line costs. As a consequence, there is great reliance on a dynamic workforce, which comprises of temporary, contract, and casual laborers referred to as the contingent workforce. A talent war is looming on the horizon and employers need to buckle up their workforce armory with an unparalleled employee value proposition, making the business landscape a tricky vehicle to maneuver. A robust strategic framework bolstered by prudent workforce management will aid an organization to fulfill its goals while isolating it from any legal liability. Technology can be used to leverage data analytically for job assessment and aid in seamless project execution. In sum, an approach sensitive to the legal, technological and psychological pillars of managing workers provides a comprehensive mechanism to counter issues associated with contingent workforce management.
Conference papers on the topic "Employee value proposition (EVP)"
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Patvardhan, Neha, and Smita Santoki. "Sensitizing and much more ‘to do list’ for the Indian corporates towards their Visually Impaired Employees for a Sustainable Employee Value Proposition (EVP)." In International Conference on Advanced Research in Social Sciences and Humanities. Acavent, 2019. http://dx.doi.org/10.33422/icarsh.2019.03.191.
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Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'." In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.
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The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the purpose of studying the formed corporate HR-brand, the author uses an analysis of local regulations on staff management, employee questionnaires, the assessment of the employer’s value proposition, a reputational audit of the company regarding the Internet environment, etc. The analysis of the internal and external image of the employer concludes that the attractiveness of the HR brand of the enterprise among the target audience ‘young people’ needs to be improved. The successful achievement of this goal is possible through the introduction of career management practices, organising participation in professional competitions; for young promising employees already in the company, developing and implementing a preliminary programme and promoting the company on social media: for potential candidates. Forming an attractive HR brand for young people based on the implementation of a value proposition that takes into account the specifics of this target audience, using new channels and formats to promote the employer brand externally, including in the online environment, will optimise staff turnover, attract and retain talented young people and strengthen the company’s position in the market.
Reports on the topic "Employee value proposition (EVP)"
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Securing Talent with a Superior Employee Value Proposition. IEDP Ideas for Leaders, March 2014. http://dx.doi.org/10.13007/348.
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