Dissertation on

UNDERSTANDING EMPLOYEE AND EMPLOYER VALUE PROPOSITION IN

ORGANISATION

REPORT SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT

FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

PREPARED BY
AAKANKSHA SINGH
Roll No. -PG/VUOAP02/MBA-IVS-156
VU Registration No.: 00583 OF 2020 – 2021
Major Subject: Human Resource Management
Minor Subject: Marketing Management

UNDER THE GUIDANCE OF

Prof. Dr. ANUPRIYO MALLICK
Faculty of HR, EIILM Kolkata

SUBMITTED TO
Eastern Institute for Integrated Learning in Management, Kolkata
Affiliated to
Vidyasagar University
May, 2022
 DECLARATION

I AAKANKSHA SINGH do hereby declare that this report titled

“UNDERSTANDING EMPLOYER AND EMPLOYEE VALUE
PROPOSITION IN ORGANISATION” submitted by me for the partial
fulfillment of Master of Business Administration in Vidyasagar
University. This report is exclusively prepared and has not been
submitted to any other institutions or published anywhere before.

Date:
Place:

AAKANKSHA SINGH
Roll No: PG/VUOAP02/ MBA-IVS/ No. - 156
VU Registration No: 00583 OF 2020-21
MBA, 4th SEMESTER
EIILM, KOLKATA
 ACKNOWLEDGEMENT

I express my sincere gratitude to Prof. Dr. Anupriyo Mallick and Prof.

Jayentee Chowdhury, faculty, EIILM, Kolkata who has sincerely
provided me with critical suggestions and valuable insights which
enabled me to complete the project and bring out this report in the
best way possible.
I would take this opportunity to thank Prof. (Dr.) R.P Banerjee, Director,
EIILM, Kolkata and other faculty members of the institute for their
cooperation and support.
I am also thankful to all other persons who directly or indirectly helped
me to accomplish my project work.

DATE:-

SIGNATURE
 TABLE OF CONTENTS

SL.NO. CHAPTER NAME PAGE NO.

1 Introduction 1-3
2 Significance 4–5
3 Objectives 6
4 Methodology 7–8
5 Analysis & Interpretation 9 - 11
6 Findings of the Study 12 – 14
7 Conclusion 15
Bibliography
 INTRODUCTION
EMPLOYEE VALUE PROPOSITION:-

An employee value proposition is the promise you make as an employer to your employees in
return for their commitment. This promise entails the sum of all the benefits and rewards
employees receive from the organization they work for.

Now, having discussion on EVP, let’s talk about employer brand, Employer Brand states that
creating a positive representation of the employer among existing and perspective the
employee’s .The concept of Employer Brand is at its evolutionary stage. Any organization can
improve the brand image by winning the “war for talent” by attaining best of the employees from
labor market. An employee centered EVP to poach the best talent based on environment,
strategies and need of the organization. Similar to the way the product brand shows the loyalty of
customer towards a particular product. The employer brand also shows the loyalty of employees
towards a particular employer which in turn helps in reducing attrition rate If employees are
satisfied with the employer brand, they are ready to adapt themselves as per the expectations and
needs of the employer. But it is important to note that creating an employer brand is not a one
day process rather it takes years for employees to know, understand and experience the employer
and from the brand image. People create the brand of the organization throughout the employee
life cycle.

INFLUENCE OF EMPLOYEE VALUE PROPOSITIONS ON

EMPLOYER BRAND:-

Now, let’s discuss how employer branding positively influence the HR function in an
organisation
 Influence of Brand on stakeholders(customer loyalty or quality product)
 Improve commitment of new hires(new innovation, efficiency, employee engagement
which will b meaningful, safe)
 Employees act as advocate( due to transparent performance management brings skills,
eagerness and entrepreneurship to fruitful results )
 Help the Human Resource Department in winning the Talented Employees
 Employee Engagement (enroll, socialize, retain)-seriousness, well being and
accessibility. 
 Employee Attraction
 Employee Procurement
 Employee retention(employee relation, tailored work arrangement)
 Work Economic Situation(skill deficiency, unemployment)

The solid and well settled employer helps in creating competitive advantage in hunting
the best talent in the endowment market starts through better EVP. The major problem is

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 that EVP is designed as per the employer convenience but it needs to be aliggned with
employee preference. It need to be understood by HR Managers that the talent and skills
of the employees has to be measured, based on which they should design the effective
EVP with the change in the content of EVP within the approved budget for HR
department . This research helps in bringing about the change more productive and
sustainable work culture which offers sustain employee engagement.

DIFFERENCE BETWEEN EVP AND EMPLOYER VALUE

PROPOSITION:-

Put simply, any employee value proposition is internal while Employer Brand is external. Any
Employer Brand is the face any company shows the outside world as a potential employer. It’s
the sum of all the different things people think when someone asks them what it would be like to
work for Organization X or Y. Any EVP, on the other hand, is the face any organization shows
its employees.
Where any Employee Value Proposition should be the result of thorough preparation that
actively involves any employees via focus groups, surveys, interviews and more, Employer
Brand is the outward, creative expression of EVP. The former defines what employees get out of
working for you while the latter tells other people about it. As such, the EVP is sometimes
referred to as the ‘Why” of an organization and Employer Brand as the “How” and ‘What”.

5 key elements of an Employee Value proposition:-

A strong Employee Value proposition consists of various elements. Together, these attributes
determine how both employees and candidates will perceive any organization as an employer.
The five Key elements of an Employee Value Proposition:

1) Compensation
2) Work-Life Balance
3) Stability
4) Location
5) Respect

EMPLOYEE VALUE PROPOSITION EXAMPLES:-

Enough about the theory, let’s take a look at what an EVP looks like in the real world.

1) SHELL:- Anglo-Dutch oil and gas company Royal Dutch Shell was the third largest
company in the world in 2018 in terms of revenue. The company has more than 80,000
employees worldwide and receives thousands of applications a year. When it comes to its
Employees Value Proposition, the company has done a great job in defining four
dimensions that, according to their current workforce, make them proud to work for shell.
These dimensions are: DISCOVER, TOGETHER, CONNECTED, IMPACT.

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To help candidates better understand what it actually feels like to work for Shell, the
company has summarized 20 key reasons within those four dimensions that make Shell a
special place to build their career.

PURPOSE

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 SIGNIFICANCE

Reasons for undertaking the study are that:-

1) I want to show that why EVP is an important in any organization:-

a. An effective EVP can bring an organization significant

benefit:-
Improve the commitment of new hires by up to 29%
Reduce new hire compensation premiums by up to 50%
Increase the likelihood of employees acting as advocates from
an average of 24% to 47%
In addition an effective EVP allows organizations to source
more deeply within the labor market, increasing its access to
passive candidates. This is important for organizations who
want to secure the best talent in an increasingly difficult talent
market.

b. BENEFITS OF EVP:
Helps you to attract and retain talent.
Helps you to appeal to different markets and tough to hire
Talent groups.
Helps you to priorities your HR agenda
Creates a strong people brand
Great Employee Commitment
Helps you to re-engage a disenchanted workforce
Reduce new hire premiums.

2) I want to also show that why do we need an employer value

proposition:-
a. The primary benefit of employer value propositions is in
recruitment and retention. An EVP is the basis for an
organization’s brand and, when implemented successfully, boosts
perception both internally (improving retention) and externally
(improving recruitment). Employers are not just competing for
customers and clients; they are also competing in the job market.

b. BENEFITS OF EMPLOYER VALUE PROPOSITION:

Improves talent acquisition
Improves employee retention
Branding for customers
Workforce improvements
Financial impact

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On the basis of the current scenario of the corporate world the line of distinction between value
proposition and employer value proposition has been decreased because in the new era of
connectivity both the employer and the employee must work hand in hand for the progress of the
ultimate goal of the organisation, so that there must be an unified method of value proposition
for both the parties which looks out to the mutual interest and to the overall goal of the
organisation.

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 OBJECTIVES

 To understand how the ultimate goals of employee and employer value proposition
complement each other.

 To understand that in one particular organisation what makes unique for EVP than any
other organisation.

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 METHODOLOGY
Defining an employee value proposition (EVP) is an important phase in building out employer
brand and understanding who you are as an organization. Your EVP communicates to candidates
what they get out of the experience if they come to work specifically with you.
After all, building out an EVP requires thoughtful input from leaders, employees and other
stakeholders. An organization need to assess: a) if they have the bandwidth to provide input, and
b) if the timing is right given how one business has been impacted by COVID-19.

PHASE ONE: CONDUCT RESEARCH

Every EVP begins with a solid research foundation. Similarly, if you already have an EVP but
are just looking to validate or refine it, you’ll want to conduct research with stakeholder groups
to ensure your approach is still resonating and coming across as authentic. Here’s what this looks
like in action:

Leadership interviews
When tackling an EVP project, employer needs to get input from the leaders on the aspirational
components of that organisation EVP. We can ask questions like:
If you’re building out your EVP for the first time —
 What is the future of our organization?
 What talent will we need to land to achieve this?
 What do we offer our employee that stands out from other organizations?

If you’re refining your EVP —

 Does this messaging and visual platform still hold true with who we are now and where
we’re headed?
 Does it align with our behaviors throughout this crisis period?
 Is there anything that we should consider adding, modifying or omitting?

Employee focus groups

From there, to ensure your EVP isn’t overly aspirational, but is also rooted in reality, you need to
get your employees input too. This is arguably the most important component of the EVP
research you’ll embark on.If you have bandwidth, you can also consider implementing a survey
alongside these focus groups to get input from a larger percentage of your employee base.

Existing research & data

The last part of the research stage involves pulling in any other data that provides insight into
how employees are currently thinking about their experience with you. This could include:

 Employee engagement survey results

 Workplace award survey data
 Anonymous employee reviews from sites like Glassdoor, kununu, etc.

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  External market data from vendors like Universum or Potential Park that reveal
information about what candidates value today
 Consumer marketing sentiment data (to ensure your product brand and employer brand
are aligned)

PHASE TWO: DEVELOP THE STRATEGY

From there, once an organisation conducted all of the research, an organisation can pull
everything together and look for the common themes that emerge. These are common feedback
points that have come up across multiple different research inputs that will help inform how an
organisation position or reposition brand messaging.
If any organisation refining any EVP rather than building a new one, then during the strategy
stage it is more about messaging the positioning statement and pillars an organisation already
have, rather than creating something from scratch. The finished product should ideally be
connected with the previous iteration, if original EVP project was thoroughly conducted in the
first place. And if it wasn’t thoroughly conducted then it might be worth starting from the
beginning anyway as an inauthentic EVP can do more harm than good for that organisation
brand.

PHASE THREE: EVP APPLICATION

Lastly, once you’ve finished creating or revising your EVP and have received the necessary
internal approvals, you’re ready for the fun part! At this stage, an organisation can apply their
new or revised EVP across all their external and internal touch points.
To approach this part of the work, employer might consider creating a checklist of all the touch
points where they will need to communicate their EVP. From there, employee can prioritize the
touch points in order of the ones that get the most visibility and tackle them as a team one by
one.
Employer may be able to partner with marketing on some of the external application projects,
and with internal communications and other members of the HR team on some of the internal
ones. It’s really important to get that internal piece right too so that an organisation EVP feels
authentic and is reinforced throughout the entire employee experience from the ground up!

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 Analysis and Interpretations

The new EVP delivers a more human deal

In delivering on all aspects of this human deal, people perceive emotional value in employment
in the organization by enabling them to feel more understood, autonomous, invested, cared for
and valued. This reinvented EVP, designed to deliver an exceptional life, not just work,
experience, results in higher employee satisfaction.

 Deeper connections — Help employees feel understood by strengthening their family and

community connections, not just work relationships.

 Radical flexibility — Empower employees to feel autonomous by providing flexibility on all

aspects of work, not just when and where they work.

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 Personal growth — Ensure that employees feel valued by helping them grow as people, not

just as professionals.

 Holistic well-being — Reinforce that employees feel cared for by ensuring they actually use

holistic well-being offerings, not just make them available.

 Shared purpose — Make sure employees feel invested in the organization by championing

action by the organization on societal and cultural issues (and don’t just make statements

about “purpose.

Key actions to build a more human EVP

Here are some key actions leaders in the organization can take to build their new human-centric

EVP:

 Build deeper connections by integrating inclusion goals into day-to-day work and talent

processes, focusing on direct family benefits that match employee and organization needs,

and training managers on how to identify employees’ trust through empathetic conversations.

 Provide radical flexibility to all by giving employees flexibility — choices within team-

established boundaries, determining which activities within a role can be flexible and

identifying manager-tested flexibility solutions.

 Create personal growth opportunities for employees by providing them with objective

career coaches and empowering them to design development that meets their personal needs.

 Ensure holistic well-being by holding employees accountable for personalizing well-being

progress, encouraging mental health champions to hold honest conversations about mental

well-being, and establishing clear dos and don’ts for how managers can support employee

wellness.

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 Take action on shared purpose by establishing cross-organizational ownership of societal

issue decision making, use peer coaching to hold employees accountable for taking

personalized action on societal issues and prioritize societal issues aligned with the

organization’s goals.

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 Findings of the Study

Conventional employee value proposition is on shaky ground

Persistent engagement and attraction challenges, and the human crises of

2020, have proven that the management principles underlying the EVP are
outdated. EVPs have long been managed with three principles in mind:
defined around employees, designed to provide an exceptional employee
experience and focused on delivering features that match employee needs.

Here are some telling signals that point to deepening weakness in traditional
EVP:
 Engagement — Engagement, which drives both performance and
retention outcomes, has remained relatively flat since 2016.

 Attraction — Only 29% of functional leaders report they have all the
talent they need to meet current performance requirements. This challenge
is especially pronounced in the most competitive areas of the labor market,
such as IT and data science roles.

 Intent to stay — Only 23% of HR leaders believe most employees will

continue working in their current organization after the pandemic ends.

 EVP satisfaction — Only 31% of HR leaders think their employees are

satisfied with the EVP, and 65% of candidates report they have actually
discontinued a hiring process due to an unattractive EVP.

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HR leaders must evolve their EVP management by delivering a more human
deal centered around the whole person, designed to provide an exceptional
life experience and focused on the feelings and features that match employee
needs. The new human deal comprises five components: deeper connections,
radical flexibility, personal growth, holistic well-being and shared purpose

ALERTMEDIA'S EMPLOYEE VALUE PROPOSITION

At Alert Media, we strive to be the very best at what we do, both in

the eyes of our customers and our coworkers. We believe a healthy
work-life balance can be highly motivating and productive. We are
truly a team in every sense: we believe in one another and support
one another as we all work collaboratively toward a common goal.
AlertMedia products and services are making a real difference to
real people, improving outcomes and in some cases, saving lives. By
joining our team, you are joining us in our mission to help
organizations around the world keep their people safe, informed,
and connected.

Surround yourself with highly motivated and passionate peers who

are all working together and supporting one another towards the
same goal. At Alert Media, you will always be learning and
improving in our consistently fun and challenging environment.

AVALARA'S EMPLOYEE VALUE PROPOSITION

Avalarians wear orange. We’re optimistic. Curious. Adaptable. We are intensely committed to
making the difficult simple for our customers – which is really hard, but really rewarding. Some
say we’re a little quirky, but that’s a good thing, right? We welcome and value unique people
and insights, and we believe our winning culture sets us apart. We recognize, cherish, and hire to
that conviction every day.

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Through the years we’ve identified a few key traits that are common among our most successful
employees. Ranging from passion and urgency to ownership, fun, and optimism, these traits
form the basis for our culture and we hold them in highest esteem. In the end, it’s a simple
proposition: At Avalara we are not only very good at what we do, we are also proud of how we
get things done.

BETTERCLOUD'S EMPLOYEE VALUE PROPOSITION

At Better cloud, we have a smart, ambitious team dedicated to

delighting our customers. Our culture of ownership and
transparency empowers our team to achieve goals they didn’t think
possible. For all those on board, it’s going to be a challenging and
rewarding journey – and we’re just getting started.

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 CONCLUSION

Employee Value Proposition (EVP) is similar to the concept of employer branding, employee
value proposition refers to how organizations are able to attract skilled employees in a
competitive job market through the corporate culture, and benefits offered by them. Such
organizations market themselves in a way that people aspire to work for them, making it possible
for the organization to employ and retain skilled and talented employees from the workforce.

The benefits offered by an organization can result in a more productive workforce with more job
satisfaction compared to others in the market. This can also help the company build a positive
image before its consumers, who might value the company because of the value it is perceived to
give to its employees.

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