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EVP during Rapid transformation

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What is your experience in developing and executing EVP during times when you are rapidly transforming?

Transformation
Employee Value Proposition (EVP)
Employee Engagement
Anil Jalali
36 months ago

2 answers

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I've been involved in this a few times, and the key thing is always to move beyond thinking about the EVP as 'extras' to the work (benefits, conditions, etc) and getting people involved in discussing how the nature of the expectations of them at work change.

To give some examples:

  • people's work will change, not to a neatly defined job with clear boundaries, but to a position where people need to flex and stretch in unpredictable ways. That's hard for organisations which have been used to putting people in neat boxes, and for people who have been used to predictability in their work.
  • because of that, the relationship between managers and staff also changes - managers have to control less and facilitate/coach more, and staff have to make more of their own decisions - can be difficult for some people on both sides
  • because the work and context will become more fluid and changeable, people will have to rely more on their own sense of confidence and security. For people who have defined themselves in terms of their job title, skills, team etc, this can also be a challenge


In essence, if all the technical and structural parts of the transformation are to succeed, people have to shift too, and EVP becomes the nature of the work people do.

Alan A
36 months ago
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Can I interpret your question as asking "when a company is in rapid transition what do we have to do for/with/to the employees so they don't quit and stay engaged during and after the changes?

If that is the case, then I think rather than focusing on EVP, its important to focus on the things employees need to embrace change. These are not perquisites--like you think about when someone mentions an EVP, they are aids to help employees understand the change, be knowledgeable about what is coming, and have the skills to shine in the changed environment.

The best model I know was created by a company called Prosci and is known by the acronym ADKAR. This outlines what help and communication leaders have to give employees during the change processs. The letters stand for: Awareness, Desire, Knowledge, Ability and Reinforcement.

Ellen Raim
36 months ago

Have some input?