Developing a new Employment Value Proposition (EVP) for ...
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September 2011 page 1 © Dr Martin Reddington & Dr Helen Francis Developing a new Employment Value Proposition (EVP) for the Public Sector Results of the Research at The London Borough of Barking and Dagenham Martin Rayson and Dr Martin Reddington
Transcript of Developing a new Employment Value Proposition (EVP) for ...
September 2011page 1 © Dr Martin Reddington & Dr Helen Francis
Developing a new Employment Value
Proposition (EVP) for the Public Sector
Results of the Research at The London
Borough of Barking and Dagenham
Martin Rayson and Dr Martin Reddington
September 2011page 2 © Dr Martin Reddington & Dr Helen Francis
Reciprocity and exchange – perceived obligations and promises
Tangibles - (transactional) factors, ‘objective’ and measurable e.g. pay, holiday entitlement
Intangibles – (relational) factors, more subjective and abstract, e.g. perceived organisational
support, perceived self-efficacy
EVP – The ‘Deal’
‘INDUCEMENTS’ ‘CONTRIBUTIONS’
Espoused
Employee Value
Proposition
Experienced
Employee
Value
Proposition
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Elevator Pitch
The Deal is about unlocking people’s
potential at work and the measurable
benefits of doing so for the individual
and the organisation.
(based on Macleod & Clarke, 2009)
The ‘Deal’ – a working definition
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Formal/Informal
Messages and Influences
HR Strategies
Espoused
Employee
Value
Proposition
Experienced
Employee Value
Proposition
EVP Equity:
Economic and Social
Outcomes
Employee Sense
Making of the
Employment Deal
EVP Architecture
Organizational
Context –
Mission/Values/
Strategy
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Processual Model of EVP (Reddington &
Francis, 2010)
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Efficacy
Perceived Organisational Support
Satisfaction
Affinity
Loyalty
Engagement
Advocacy
Agreeableness
Competence
Style
Directive
Supportive
Innovative
Analysis – the statistical lenses
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Employer Personality Analysis – By GroupDimensions of Personality
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Job Engagement
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Org Engagement
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Perceived Org Support
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CDA
Breaking the Mould – Critical Discourse Analysis (CDA)
Surfacing tensions
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Language and Practice
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Elevator Pitch
� Engagement, Performance and Acceptance
� Perceived Support and Breach
� Value Congruence
� Leadership and Management
Analysis of the Psychological Contract
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Eon Statement
Example Statement: We want to create an approach to learning that will make people
more dynamic and able to capitalise upon opportunities for innovation.
Why is this important?We recognise the need for organisational ‘agility’, which allows us to respond quickly and
flexibly to our changing business environment and which leads to innovation and growth.
How do we do it?We will create a learning climate that values diversity and learning opportunities for all. It
will foster both a willingness and capability to change, and employee wellbeing. Our
leaders will actively seek employees’ views and suggestions about wider organisational
and people strategies, in the creation of individual and team goals.
How do we know we have succeeded?Indices on innovation, performance and wellbeing will increase. We would expect to see
evidence of agility at all levels within the organisation, where people show a willingness
and capability to drive innovation and move the organization forward.
Co-Constructing the Deal – Creating Position Statements to Prime Conversation
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Conversations for Change
Multiple channels allows engagement for all
On-line democratic architecture promotes discussion threads/ new
ideas
Briefing packs allow face-to-face interaction between managers and
teams
Focus groups allow multi-department involvement/interaction
Stimulating and maintaining conversations
