Have You Defined Your Employer Value Proposition?

MyNextHire Applicant Tracking System
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Every company talks about Customers Value Proposition.

They write about it on websites, on the walls, talk about it in town halls. It is so important to their existence and future of the company.

Have you ever wondered, as a Talent Acquisition Head, what is the value proposition to job applicants? To consultants who help us find great talent? And even internally to our own business unit leaders who give us talent demand to fulfill?

If you are on a mission to transform how recruiting happens, you would have already figured out who the applicant persona groups are, how to find them and how to deliver a great recruiting experience to them. We will look at the key aspects of defining the value for each of our stakeholders here.

Employer Value Proposition is a bit more specific than Employer Branding.

Think of it like the difference between a sales pitch vs a marketing pitch. In marketing, we “position” the offering in order to create a reputation and brand but in sales, we personalize that brand into a specific “value” for the customer. Similarly, Employer Branding is about creating visibility, positioning of the company so that potential employees could “consider” applying to your open jobs. Employer Value Proposition is about working on “why should they join us”.

Here’s what you should consider as a framework to answer that key question.

1. Is working with us an upgrade for them?

First things first. If there is no way we can offer an upgrade to a potential employee, the person is either not going to join us or is going to look at us as a stop-gap arrangement. If we expect them to look after our company’s problems, we need to worry about their problems first!

So, checking out the salary budget and the role to offer is the first step! Make sure there is something for the new person.

2. What kind of career path do we have for them?

You may be able to offer a great salary but if you can’t make use their talent then you need to take a pause and rethink. It is one thing to boast about hiring talent from premium institutes but another to keep them engaged.

3. Is it convenient for them to work with us?

The third important thing is to check the location of the person. If he has to relocate to be with you, is there anything you can do to help? Would his spouse, kids get affected because of the move? If yes, what kind of ready to use help you can offer so the transition is as smooth as it can be.

4. Most importantly, are you culture compatible?

Yes, and most importantly, the person you are hiring should feel like he is joining a company that has same values as his. This ensures that the person looks forward to joining you and only strengthens the culture you have.

This is not enough because, in some cases, you rely on your consultants (staffing partners) to source and manage your recruitment process. Here are the two key questions you need to answer for your vendors.

1. Do consultants play a role of a sourcer or a half-recruiter?

This is very important because if you expect them only to source candidates, then all you always get is a great “time to source” metric but more likely a lot of junk profiles. On the other hand, if you expect your vendor to do everything for you then you are actually risking diluting your employer brand eventually.

2. Do consultants come in only to help with peak load or they are always there as a back up?

Some companies use consultants only to cater to peak load as that keeps your cost per hire under control but even those that use consultants as a backup, release positions only when it is not possible to fulfil them internally. This is a win-win situation for both you and consultants because no consultant wants to work on positions that you don’t intend to fulfil with the help of consultants.

Talent Acquisition Head should also work on a similar value proposition framework to outline how your team creates value to the internal customers (business unit leaders).

1. How do you help them define what the kind of talent they want?

Its time your team takes proactive steps in helping hiring managers write good JDs. One way to do it is to use a modern ATS and build a JD template library so that all they have to do is pick up from the predefined templates and modify as necessary.

2. How do they help them understand that work is in progress, while you recruit?

The primary reason why hiring managers are uneasy about the whole recruiting process is that they don’t understand what it actually takes to bring someone onboard. It’s a lot of work and most of the times, it’s uncertain. However, this can be taken care of by actually making the live trackers available for them to review whenever they want. It makes your work visible and makes you more transparent and allows them to become part of your process. It goes a long way!

3. Do you help them have realistic expectations about how long or how much it costs to hire a new person?

Lastly, if you make the data about past hires available in terms of the number of applications it takes to the number of interviews it takes to fulfill one position, how long it takes to hire etc only creates realistic expectations for future hires.

If you take care of the three key stakeholders as mentioned above, you will have a rock-solid talent acquisition function that stands on a grand footing and can only expect to experiment and improve with each new experience.

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