When reflecting on my career progression, I recall the early years when I first started working. I relied on delegated orders, would dutifully fulfill them and wait for new assigned tasks. It was an endless cycle of repetitiveness and I often found myself on autopilot. Sometimes I even found myself disengaged when I couldn’t identify the intent of some of my responsibilities. But, being young and not feeling like I was experienced enough to have a voice, I continued performing without ever questioning it…that was a mistake.
As I’ve made my way through my career, obtained a degree and became more involved in understanding business and organizational development, I started to see that never questioning anything has done a disservice to my growth and a disservice to the betterment of the organization I was working at. Asking thought-provoking and well-structured questions won’t make anyone question your competency (as I often feared it would), but it gives you a chance to perform better. At this stage of my career, I make it a point to perform with purpose. And to do this, you have to start with one simple question – Why?
- Asking questions: Once I started to know why certain tasks relevant, I was able to get a bigger picture. Asking what or how always helped too, but I felt the “why” was the most important thing to know. Questioning this allowed me to gain insight into the overall purpose of each function, what the expected outcome was, etc. Knowing this information not only helps you do your job better, but also sets you up to do MORE.
- Performing better: knowing key details as to the purpose of your task and what’s the expected outcome can help drive the direction of your performance: It gives you a starting point, a path and a goal that you are aiming to meet or exceed.
- Continuous innovation: set up time regularly to review the information you gathered from asking questions and critically analyze it. With the fast changes in business, it’s important to constantly reevaluate processes to ensure efficiency and effectiveness. Even if you aren’t in a role to implement change, your analysis and suggestions can help leadership see ways to positively impact the business.
No matter what level employee you are or how swamped you are at work, I urge you to take the time to ask questions, find ways to perform better and look for opportunities to innovate. I’d personally rather take the time to do these things and ensure every function I’m performing has a purpose than keep my head down. To help your professional growth and your organization’s growth, its things like this that can help move everything forward.
While I was in talent acquisition and HR roles, I was often involved in strategy development for candidate attraction and retention. I would help my team come up with creative ways to attract talent, which could be especially tricky depending on the type of candidates we were aiming for. Once I started in HR and recruitment marketing, I realized that these were also hot topics when it came to developing copy for employer branding initiatives. Regardless of the role I was in, I knew the importance of brand marketing, effective recruiter communications and reputation damage control. Although these are all exceptional ways to help a company become an employer of choice, I believed that companies missed a step in the process. Sure, employer branding is great but you can’t truly make it strong if you have nothing behind it. To be an employer of choice, you must start from the inside and develop your employee value proposition (EVP).
Having an employer brand isn’t going to be nearly as effective if your employee value proposition isn’t robust. Companies need to focus on developing this first before they can brand themselves in good conscious. If your previous or current employees were to give a testimonial, what do you think they would say? What about the candidates that already interviewed with your organization? With technology making it easier for people to find news and reviews about your company or social media allowing candidates to communicate with employees, companies need to realize that they can’t just “fake it until you make it.” People will see right through it.
To build or revamp your current EVP, consider the following:
- Surveys: Give the people what they want! Getting candid feedback from your employees can help you understand what retains them, what things they value over others and what they’d like to see for future offerings. Also, get additional feedback from candidates. Learn more about what attracted them to your company to begin with and why or why not they decided to move forward with the interview process. Accumulating distinct details about attraction and retention can aid in the development of new offerings and nix the ones that make no impact.
- Competitors: Look at direct competitors within your industry to see what you’re up against. If a candidate is interviewing at multiple organizations, having this competitor intelligence can make it easier to seal the deal and help make your organization present itself as a stronger choice.
- Voluntary Turnover/Exit interviews: If an employee is leaving your company voluntarily, it’s in your best interest to find out why. Any information you gather from their exit interviews can be invaluable when it comes to knowing where your company is falling short. For example, did the employee leave because of the long commute? Incorporate telecommunication opportunities. Did they leave because lack of growth potential? Work with HR about career succession. Every exit interview can be an opportunity for improvement.
- Forecasting and continuous revamping: The world is fast changing, which means the landscape of employment, candidates and offerings will change quickly too. Employers need to focus on correcting or revamping their EVP for the here and now and they also need to stay on the forefront of what employees or candidates could want in the future. Staying ahead of the curve can limit any risk and make your talent acquisition strategy proactive. Revamping the EVP can keep it fresh and engaging.
- And, of course, branding: Once you get all the details of the EVP squared away, you then have a really strong backing to help with your employer branding initiatives. Your brand can speak to things you’ve already implemented and employees can give their testimonials to confirm that your company practices what it preaches. Showcasing your future initiatives and how you value employee and candidate opinions can make those researching your company more engaged and excited to see what’s to come.
Your brand has to start from the inside. Before you can catch up with the trend of building a brand, social media recruitment, video branding and candidate experience, you have to make your employee value proposition into something worth talking about.