Candidates as consumers

Job seekers are acting like consumers, evaluating companies like products online. Is your employee experience enticing the best talent?

 

Candidates have begun to act as “consumers,” shopping for jobs. To differentiate, organizations must identify those unique characteristics and employee experiences that distinguish them from their competitors.
Matt Campbell, Managing Director, People & Change, KPMG

The digital agenda and employee expectations reveals the need for a modern talent management strategy that can withstand the accelerating pace of constant change. Companies today face an incredibly competitive market for talent and the need for a long-term talent plan. People looking for jobs not only have more choices, they also possess more information about companies, making them much more discriminating when winnowing down potential employers.

Just as online shopping has changed the way people purchase merchandise, the Internet has given job seekers easy access to detailed information about companies through sources such as Glassdoor reviews, best workplace lists, and social media like LinkedIn. 

To stay competitive and responsive to candidate expectations across different generations, organizations need to promote the value they offer and articulate this “why buy” value in new ways that attract employees who are shopping for jobs. Find out how KPMG's HR, people and change service can help your business. 

Enter the EVP (Employee Value Proposition)

What exactly is an EVP? It’s an exchange between an organization and a potential candidate. And one of the greatest benefits of an EVP is that it shows prospective employees what they can expect from an organization once they are hired.

 

Organizations must attract and retain employees who now shop for jobs like they shop for phones with a fresh approach to talent management and a clear and value-driven employee promise.

When developing an effective EVP, there is no one size fits all. By analyzing the unique needs, drivers and expectations of high-performing employees, organizations can identify and address the areas where gaps may existing between what was promised and what is actually experience by employees. Aligning this approach with the brand promise will help inform the long-term talent plan and reinforce that authenticity.

 

The anatomy of an Employee Value Proposition: 


 


The evolution of employee preferences and new ways of job searching means organizations must adapt new strategies. This includes customizing the employee value proposition to make it appealing the various generational sections of the current workforce—Gen Z, Millennials, Gen X, and baby boomers.

By developing a clear and enticing EVP and providing an authentic employee experience, candidates have stronger evidence to decide whether a company would be a great place to work and fit, ultimately presenting an opportunity to generate greater demand.

 

What are key questions to consider when evaluating your EVP strength? Download to find out:

Candidates as consumers: Designing your employee value proposition for future sustainability

Attract and retain employees who now shop for jobs like they shop for phones with a fresh approach to talent management and a clear and value-driven employee promise.

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Matt Campbell

Matt Campbell

Managing Director, People & Change, KPMG US


 

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