hrm evp report

showing a lot ofpromise

r e p o r t 2 0 1 2

What matters in your Employee Value Proposit ion

HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24

Leadership and Specialist, Permanent and Contract

Recruitment through 3 practice areas:

professional services group

science & technology group

commercial & support group

p: (+353 1) 632 1800 | e: [email protected] | www.hrm.ie

talking heads


i n t r o d u c t i o n

hrm employee value proposition | report 2012

3

e m p l o y e e v a l u e p r o p o s i t i o n

Employee Value Proposition (EVP) is the term used to describe, the deal a company makes with employees and

potential employees, in return for their productivity and in particular, their discretionary performance effort.

EVP applies to every organisation that employs people. If talent is important in your business, then so too is your EVP.

In a digital world were reputations are made and lost in nanoseconds, having a clear and cohesive EVP strategy is

essential to managing your employer brand and giving you a cost and performance edge over your competition. An

effective EVP reduces your expenditure, improves your employee commitment and attracts better talent to your

company.

EVP is not just about compensation and benefits. EVP is an employee’s or potential employee’s total perspective on

the leadership style of your organisation, the social kudos of being an employee at your firm, your approach to career

development and promotion, the physical working environment and the organisation’s culture. It is the experience an

employee or potential employee has when they interact with your firm online, in person, or even as a customer. EVP is

the challenge of the work you provide, the stability of your organisation and the learning and development you offer.

EVP is the complete promise that your firm is perceived to offer to its employees and to prospective talent.

Leading global professional services firm TowersWatson, in their 2010 research on the subject, suggest that

“financially high-performing companies are more likely to have an EVP than lower-performing ones”. The reason?

Retention of top talent is more effective, talent pipelines are filled with brighter candidates and as a consequence,

customers have a better experience and are more likely to want to repeat it.

As organisations start to emerge from the dark recesses of the global economic crisis, retaining and attracting talent

becomes central to an organisation’s success. For most businesses, the stabilisation of revenues and the desire to

return to growth means hiring re-starts.

Many professionals who have lived with cost cutting, curtailed or cancelled budgets, changes in leadership or peer

group, along with increased personal taxes, begin to question their commitment to their current employer.

Since 2008, Executives in all functions shouldered greater burdens as a consequence of colleagues having been made

redundant and the organisation’s need to drive more from existing resources. In the aftermath of all that, along with

the prevailing general economic gloom and often resulting anxiety, the demand for better work/life balance rises.

To keep the brightest talent at their organisations and to attract the best candidates from external markets, your

company must be a highly desirable place to work. At the very least, you must represent a better proposition as an

employer or potential employer than your closest competitors.

In the largest ever external survey on Employee Value Proposition, we looked at the factors that make up a positive

Employer Value Proposition for professionals in ten professional functions and across twenty industry segments. The

results of the survey are contained in this report, preceded by an analysis of the respondents and explanation of the

survey methodology.


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t h e s u r v e y - a n a l y s i s o f r e s p o n d e n t s

In many ways, this survey seeks to raise

questions for your organisation, rather

than answer them. Our research goal

was to understand the components that

make up a strong Employee Value

Proposition (EVP) for professional talent.

Creating a comprehensive and

sustainable EVP is a complex process for

any organisation. An EVP “deal”, once

made by an employer must work and be

consistently applied to avoid cynicism

and resulting staff turnover.

People by their nature, and the

specificity of their needs are also

complex, one size does not fit all. To

address this, we looked at EVP through

four classifications. We sought to

understand what impact gender might

have in EVP terms and also, if and how

EVP might need to change as a person

progresses up the career ladder. The

research investigated whether EVP

perspective might differ between

professional functions and also through

industry segment.

10,821 executive employees participated

in the survey with the following

classifications for the purpose of the

research:

GENDER

CAREER LEVEL

FUNCTION

INDUSTRY SEGMENT

An analysis of the classification headings

and the response levels under each is

given in the following tables.

Male

Female

6,786 62.7%

4,035 37.3%

gender

Company Director

Functional Head

Senior Manager

Middle Manager

Specialist or stand alone professional*

*While this category is considered a level, it also includes moreexperienced professionals who do not have people management,department or budgetary responsibility.

career level

554 5.1%

1,101 10.2%

1,663 15.4%

2,907 26.9%

4,596 42.4%

function

Legal

Marketing

IT

HR

Supply Chain

Science

Engineering

General Management

Sales

Finance

Other

216 2.0%

670 6.2%

810 7.5%

957 8.8%

1,384 12.8%

1,032 9.6%

1,046 9.7%

1,012 9.4%

1,096 10.1%

1,479 13.7%

1,119 10.3%


t h e s u r v e y - a n a l y s i s o f r e s p o n d e n t s


5

As an additional classification,

respondents were asked to declare

whether they were currently in paid

employment or out of work.

81.2% of the respondents are currently in

paid employment, with the balance

presently being out of work.

72.4% of those currently unemployed are

male.

The largest Career Level category in the

group of respondents presently out of

work is Company Director. 29.1% of

respondents at that level are currently

seeking employment.

15.9% of respondents at Middle Manager

level are currently out of work.

36% of female respondents are currently

out of work.

It should be noted, that the survey was

conducted amongst professionals with

whom HRM has had some previous

contact, solicited or unsolicited for the

purpose of career movement. HRM

recruits into roles in the career range

middle to senior management only.

As such these figures may not be

representative of the labour market as a

whole.

industry segment

Financial Services 1,006 9.3%

Consultancy 422 3.9%

FMCG 898 8.3%

Insurance 184 1.7%

Professional Services 617 5.7%

Science 509 4.7%

Call Centre 65 0.6%

Distribution & Logistics 725 6.7%

Healthcare 628 5.8%

IT 1,060 9.8%

Telecommunications 400 3.7%

Charity / Voluntary 87 0.8%

Education 173 1.6%

Manufacturing 1,764 16.3%

Public Sector 281 2.6%

Engineering / Construction 660 6.1%

Energy / Environmental 173 1.6%

Tourism / Hospitality 141 1.3%

Media 141 1.3%

Retail 270 2.5%

Other 617 5.7%


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t h e s u r v e y - m e t h o d o l o g y

m e t h o d o l o g y

In responding to the survey, participants were asked to address several statements under six headings, as follows:

1. Reward

2. Career Development and Opportunity

3. The External Organisation

4. The Internal Organisation

5. Perception of the Role

6. During the Recruitment Process

Having reviewed each of the statements under the headings above, participants used a five point Likert type scale to

indicate their response to that item, for each of the first five headings and a three point scale under the sixth. The

questions were phrased so that respondents would evaluate each item as to their importance in value when

considering an aspect of employment proposition. The choices allowed were:

1. Insignificant

2. Unimportant

3. Neutral

4. Important

5. Highly Important

Under the sixth heading “During the Recruitment Process” the scale was reduced to three options:

1. No impact on my decision

2. Some impact on my decision

3. Significant impact on my decision

In each case, the research question posed to survey participants is given at the head of the response table. To

facilitate easier comparison analysis between different response items and sets, a weighting scale is applied and

reported in each case as Rating Averages. The maximum possible rating for a five point scale question is 5.0 while the

maximum for a three point response scale is 3.0.

For the purpose of this report, the data is presented initially under the Career Level classification, with further

narrative that includes Gender and other classification response patterns. Narrative is used, as tables for all possible

cross tabulated response patterns would simply be too much to report here. However, we encourage any interested

party who would like to knowmore about the data or whom has a specific enquiry on any cross tabulation of

classification elements to contact us directly so that we may assist if possible. Feedback, observations or comments

are always very welcome to the email addresses on the following page.


k e y f i n d i n g s


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k e y f i n d i n g s

1. After Salary, the Amount of Annual Leave is the next most important Compensation and Benefit item your

organisation can provide. Company Cars are the least beneficial element to this aspect of your Employee

Value Proposition.

2. The most important aspect to an Executive in terms of where they wish to develop their career is the

stability of your organisation, ahead of defined career paths or commitment to learning and performance

feedback.

3. The results indicate that there are at least twomale managers for every female manager, in Senior

Management teams in Ireland and four men for every woman at Director level.

4. The two factors that most determine the overall value of your Employer Brand are your organisation’s

reputation for ethics and approach to quality standards. Your company’s reputation with customers is the

next key element.

5. In evaluating the organisation’s cultural elements of EVP, Executives regard how the company shows

respect for its employees and how calm the leadership remains under pressure as the twomost important

factors.

6. For Specialists and Stand Alone Professionals,Work/Life Balance is the most important aspect of your

organisation’s Employee Value Proposition. The location of your workplace is much more important to

women than to men. Travel as part of a role is the least attractive element overall.

7. For candidates working in Professional Services, the person to whom they report or would be reporting, is

the most important EVP influencer.

8. Hiring managers need to put the candidate at the centre of your hiring experience and work to establish

rapport, if they wish to hire the best talent. This, along with the level of interest shown at interviews, by

the interviewers, are the top influencers for potential talent in your hiring process.

t h e i m p o r t a n c e o f r e s e a r c h

Judgement is the most important value a recruitment partner brings to its customers. Through this the best in

talent and not just what is available, can be sourced to meet critical talent needs. Expert knowledge of

professional labour markets feeds this and is ultimately what drives our research agenda, as we develop

pipelines of the best talent in each sector for future client needs. Quality research is central to everything we do

at HRM, howwe source great talent, how we create great employment relationships and howwe keep our

clients ahead of their own competition.

For more information contact:

GrahamMorris Managing Director HRM Recruitment Group (+353 1) 632 1875 [email protected]

Michael O’Leary Chief Executive HRM Recruitment Group (+353 1) 632 1817 [email protected]

www.hrm.ie


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r e w a r d

Salary

Health Cover

Pension Contribution Level

Life Assurance

Provision of Sick Pay

Amount of Annual Leave

Company Car

Performance Bonus

Share Options

company functional senior middle specialist or ratingdirector head manager manager stand alone average

professional

4.26 4.42 4.47 4.51 4.45 4.46

3.85 3.73 3.83 3.73 3.83 3.80

3.83 3.85 3.87 3.82 3.80 3.82

3.47 3.44 3.40 3.28 3.42 3.38

3.45 3.62 3.55 3.68 3.80 3.69

3.68 3.80 3.89 3.96 3.96 3.92

2.81 2.83 2.86 2.43 2.26 2.48

4.19 4.14 4.02 3.95 3.73 3.90

3.47 3.44 3.18 2.80 2.87 2.99

Please consider each the following compensation and reward related elements.

Rate each of the attributes based on their importance to you in your current role or

when considering a future role?1

• under the heading of reward, salary is the most important evp element• company cars are the least important element of compensation• half of all functions rate amount of annual leave ahead of performance bonus


r e w a r d


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As can be seen in the table, Salary and Annual Leave hold first and second place respectively, in overall terms under

this heading. Viewed by individual Career Levels, this is also true of Middle Managers and Specialists, while Senior

Managers, Functional Heads and Company Directors give Performance Bonus as their second most important Reward

based EVP element. Company Car features as the least important element for all. There is little significant difference

between genders under this heading, other than in the Provision of Sick Pay and Amount of Annual Leave elements

where female respondents attach 10%more importance to these than male respondents. Share Options are perceived

as more important to men by a similar margin.

While Salary is the most important factor for all functions, professionals in Legal, IT, HR, Science and Finance indicate

that Amount of Annual Leave is their second highest influencing factor. Those working in Marketing, Supply Chain,

General Management and Sales rate Performance Bonus as their next most important element, while Engineers

choose Pension Contribution Level.

While all industry segments indicate Salary as their most important compensation related EVP element, IT, Life

Sciences and Manufacturing choose Health Cover as their next priority. Pension features the second biggest attraction

for Healthcare and Charity/Voluntary segments, while Provision of Sick Pay is the Insurance industry’s choice at this

level. Performance Bonus has the largest number of segments selecting it, chosen by Consultancy, FMCG, Call Centre,

Distribution & Logistics, Telecommunications, Engineering/Construction, Energy/Environmental and Media. All others

not mentioned here selected Amount of Annual Leave as their second choice.

Leadership and Specialist,

Permanent and Contract

Recruitment through 3 practice

areas:

professional services groupscience & technology groupcommercial & support groupp: (+353 1) 632 1800 | e: [email protected] | www.hrm.ie

heads talking


10


c a r e e r d e v e l o p m e n t & o p p o r t u n i t y

Please review each of the following attributes related to the development of your

career. Rate each element based on its importance to you in your current role or when

considering a future role.2

Formal Career Planning

Provision of Study Support

Organisation Commitment to Learning &

Development

Allocation of a Senior Executive as Mentor

Company with Policy to Promote

Internally

Clear Career Paths

Organisation's Growth Rate

Organisational Stability

Performance Feedback

company functional senior middle specialist or responsedirector head manager manager stand alone totals

professional

3.8 3.83 3.95 3.97 3.89 3.91

3.0 3.5 3.46 3.63 3.73 3.6

4.02 4.08 4.18 4.13 4.14 4.13

3.24 3.5 3.61 3.54 3.41 3.48

3.71 3.91 3.96 4.08 4.03 4.0

3.75 3.92 4.1 4.07 4.07 4.05

3.88 4.0 4.05 3.97 3.85 3.93

4.04 4.21 4.36 4.33 4.26 4.28

4.2 4.34 4.35 4.31 4.17 4.25

• under the heading of career development, stability is the most important evp element overall• mentoring is the least important attribute• females place a higher value on structured career development than their male counterparts


c a r e e r d e v e l o p m e n t & o p p o r t u n i t y


11

The higher two Career Levels select Feedback, Stability and Learning as their most important elements. All other

respondents select similarly but reversing Stability and Feedback, suggesting possibly that higher level leaders are

more comfortable with ambiguity and insecurity. Factors such as Formal Career Planning, Provision of Study Support

and Organisation Commitment to Learning and Development appear to be less important as one rises through a

career. However, other elements including the Allocation of a Senior Executive as Mentor, Performance Feedback and

Organisation’s Growth Rate appear to peak in the Middle at Senior Manager, a point most typically when ambition

and career growth may be foremost in the Executive mind.

Female respondents gave a higher rating in every one of the nine elements under the heading for Career Development

than their male counterparts. The gap is most pronounced under the factor Company with Policy to Promote

Internally. 50% of females also rated Organisational Stability as highly important. Perhaps by placing a higher value

on these elements, women suggest they do not experience career progress to the same extent as men. Do women

prefer to stay with a company to develop their career? Does this make themmore loyal as employees and do they

suffer in their career development as a consequence? Only 23% of female respondents describe themselves as being in

the top three of the Career Levels in this survey, compared with 35% of males.

Professionals in Marketing, IT, Supply Chain and HR all see Performance Feedback as the attribute of most importance

in the Career Development aspect of Employee Value Proposition. Given the torrid few years that HR have had to work

through, unsurprisingly Organisational Stability is their second priority. In fact, those who work in Science,

Engineering, General Management, Sales and Finance rated Organisational Stability as their number one element,

while Legal professionals list Clear Career Paths and Performance Feedback as their one and two respectively.

Industry Segments; Consultancy, Professional Services, Healthcare, IT, Telecoms, Charity/Voluntary, Manufacturing,

Tourism/Hospitality and Retail choose Performance Feedback as the most important EVP attribute under this heading.

Organisational Stability is the next most popular overall and rated as the most important aspect for Financial Services,

Insurance, Science, Distribution/Logistics, Education, Engineering/Construction, Energy/Environmental,

Tourism/Hospitality and Media. These are of course, all segments that have seen more rationalisation than most over

the last few years. Organisation Commitment to Learning & Development (Public Sector) and Clear Career Paths (Call

Centre) were the other first choices for segments under this heading.


e x t e r n a l p e r s p e c t i v e o f t h e o r g a n i s a t i o n

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The company's reputation withcustomers.

The diversity of the company's workforce.

The company's approach to environmentalresponsibility.

The company's approach to corporatesocial responsibility.

The company's approach to ethics.

The company's recognition as a "GreatEmployer".

The company's market share and position.

The company's approach to qualitystandards.

The use of current and emergingtechnology.

The size of the organisation.

The industry sector the company is in.

The awareness of the organisation'sbrand.

The organisation's reputation forinnovation.

The opinion held by your friends or familyof the organisation.


professional

4.48 4.22 4.29 4.15 4.1 4.17

3.21 3.42 3.4 3.47 3.44 3.43

3.44 3.57 3.51 3.52 3.52 3.52

3.46 3.75 3.73 3.63 3.58 3.63

4.33 4.28 4.25 4.21 4.14 4.2

3.56 3.76 3.76 3.74 3.63 3.69

3.5 3.66 3.68 3.53 3.37 3.5

4.31 4.16 4.2 4.24 4.13 4.19

4.13 4.1 4.12 4.1 4.11 4.11

2.96 3.16 3.21 2.99 3.07 3.07

3.29 3.39 3.51 3.47 3.5 3.47

3.31 3.69 3.71 3.52 3.43 3.52

3.9 4.02 3.98 3.83 3.86 3.89

3.1 3.03 3.15 3.17 2.95 3.06

Please consider the following characteristics and behaviours of an organisation and

rate them on their level of importance to you, in your decision to stay with your

current organisation or your decision to choose a new organisation as an employer?3



e x t e r n a l p e r s p e c t i v e o f t h e o r g a n i s a t i o n


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An organisation’s approach to Ethics is the combined most important element for respondents under the heading

External Organisation Perspective. All categories of Career Level selected this as either their most, or next most

important element.

The company’s approach to quality standards is the second factor overall, most likely to create a positive external

perspective. All Career Levels selected this in their top three. All but one category of Career Level selected The

organisation’s reputation with customers, in their top three choices, with Specialists or Stand Alone Professionals

being the exception. Company Directors and Senior Managers gave this element their most important rating.

Male and female respondents agree that The company’s approach to quality standards and The company’s reputation

with customers are both top three influencers. However, they disagree in what they believe to be the highest factor

with men picking The use of current and emerging technologywhile female participants chose The company’s

approach to ethics. Female respondents also see The diversity of the company’s workforce as a much greater

attraction than their male counterparts, also placing more emphasis on The company’s approach to environmental

responsibility and The company’s approach to CSR in their evaluation of a company’s EVP.

The functions of Marketing, Supply Chain and Sales name The company’s reputation with customers as their most

important attribute under the External EVP heading. HR, Engineering, General Management and Finance give this

second billing. Legal, HR and Finance rate The company’s approach to ethics as their top characteristic. Engineering

and IT list The use of current and emerging technology as their most influential factors, while Science and General

Management indicate The company’s approach to quality standards.

The company’s reputation with customers is the first choice EVP attraction under this heading for the Insurance

segment, along with Professional Services, Call Centre, Healthcare, Telecoms, Charity/Voluntary, Education,

Energy/Environmental, Tourism/Hospitality and Media. The organisation’s approach to ethics is the priority for

Consultancy, Call Centre, IT, Public Sector, Engineering/Construction and Retail. The remaining segments select The

company’s approach to quality standards as their number one with the exception of IT who cite unsurprisingly, The

use of current and emerging technology. Ethics is the second most important choice for Financial Services, while Call

Centre professionals see the industry sector that their Call Centre is attached too as their next priority. The highest

rating for The opinion held by your friends or family of the organisationwas given by Charity/Voluntary. The Public

Sector gave this their lowest rating, which was the lowest rating by any segment of any attribute under this heading.

• under external perspective, ethics followed very closely by quality standards were the top overall evpelements

• the opinion of family and friends has the lowest value, except for those who work in charity/voluntary

• marketing, sales and supply chain functions see the company’s reputation as the most importantevp aspect


i n t e r n a l p e r s p e c t i v e o f t h e o r g a n i s a t i o n

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A team-orientated work environment.

The quality of co-workers.

The reputation of the senior leadershipteam.

The quality of the organisation'smanagers.

The camaraderie amongst the company'sworkforce.

The leadership being calm under pressure.

The company's informal workingenvironment.

How the company shows respect foremployees.

The level of risk encouraged by thecompany.

The level of employee empowerment thatis encouraged.


professional

4.06 4.09 4.12 4.15 3.89 4.03

4.15 4.32 4.26 4.33 4.27 4.28

4.21 4.35 4.38 4.23 4.16 4.24

4.4 4.4 4.43 4.4 4.39 4.4

4.06 4.13 4.16 4.26 4.19 4.19

4.58 4.33 4.44 4.4 4.33 4.38

3.81 3.72 3.75 3.8 3.78 3.78

4.54 4.48 4.61 4.63 4.58 4.58

3.81 3.7 3.65 3.63 3.5 3.59

4.15 4.24 4.14 4.18 4.08 4.14

Please rate the following attributes based on their importance to you in your current

role or when considering a future role?4

• under the heading of internal perspective, respect for employees is the most important evp element• the level of risk encouraged by the organisation is the least important• company directors see the leadership being calm under pressure as their most important element



i n t e r n a l p e r s p e c t i v e o f t h e o r g a n i s a t i o n


15

How the company shows respect for employees is the top overall attribute under the heading Internal Perspective of

the Organisation. All bar one of the Career Level categories selected this as their most important, with Company

Directors choosing The leadership being calm under pressure as the most important factor. In fact all categories of

Career Level also choose this element somewhere in their top three.

This gives an indication as to how an organisation might develop its internal culture in order to retain bright talent.

However, the challenge remains for companies to find methods of communicating externally their success in these

areas, in order to improve the quality and accuracy of their talent pipelines.

How the company shows respect for employees is the top choice for both male and female respondents. The

quality of the organisation’s managers and The leadership being calm under pressure are second and third choice

respectively for women, a pairing that is reversed for men. The quality of co-workers and The reputation of the

senior leadership teamwhile important to men are higher priority for women. Males are drawnmore by The level of

risk encouraged by the company.

All Functions combined describe How the company shows respect for employees as their number one EVP element

under this heading. This factor achieves the second highest score of all of the attributes to EVP within the survey.

Legal, HR, Science, Engineering, Sales and Finance see The quality of the organisation’s managers as their second

highest factors, while The leadership being calm under pressure is the second highest factor for Marketing, Supply and

General Management. IT rate The quality of co-workers as the second most important EVP element under this

heading.

All industry segments chose How the company shows respect for employees as their most important EVP

element, with the exception of Engineering/Construction and Public Sector (The leadership being calm under

pressure). Financial Services respondents gave joint second place to The quality of the organisation’s managers and

The quality of co-workers.

facingchanges?Interim & Contract

Professionals from HRM


p e r c e p t i o n o f a r o l e i n t h e o r g a n i s a t i o n

16

The opportunity to travel as part of yourrole.

The level of innovation encouraged in yourrole.

Your role's influence on decision making.

The leadership listening to employeesopinions when making decisions.

Your personal interest in theresponsibilities of your role.

The location of where your role is based.

The work/life balance your role offers.

The level of recognition provided toemployees in your role.

The person to whom you report or wouldbe reporting to.


professional

2.79 3.01 2.94 2.84 2.84 2.87

4.25 4.06 3.99 3.91 3.99 3.99

4.65 4.46 4.53 4.25 4.1 4.28

4.42 4.4 4.35 4.45 4.41 4.41

4.52 4.39 4.53 4.48 4.43 4.46

3.52 4.03 3.91 4.12 4.1 4.04

3.83 4.19 4.25 4.38 4.49 4.36

4.25 4.26 4.27 4.36 4.29 4.3

4.29 4.34 4.47 4.4 4.28 4.35

Please rate the following characteristics of your current role or when considering a

future role, based on their importance to you?5

• under the heading of role perception, a personal interest in the responsibilities is the combined mostdesirable evp attribute

• the opportunity to travel is the least desirable element and the second least important across thesurvey

• to whom you report is the most significant attraction here to respondents in professional services



p e r c e p t i o n o f a r o l e i n t h e o r g a n i s a t i o n


17

For the top three levels on the career ladder, the Role’s influence on decision making is the most important EVP factor.

For Middle Managers the top attribute is Personal interest in the responsibilities of the rolewhich is also the top

overall element. The category of Career Level, Specialist or Stand Alone Professionals chose The work/life balance the

role offers as their most important factor. For Function Heads, Senior Managers and Middle Managers The Person to

Whom they Report is a top three EVP priority.

Having a personal interest in the responsibilities of their roles, is an EVP priority for both male and female

respondents. However, The location of where the role is based has a much bigger priority for women than men while

the reverse can be said about The opportunity to travel as part of a role. The level of recognition provided to

employees and The person to whom you report are also more important factors for women than their male

counterparts.

Analysis of respondents by Function shows considerable difference in opinion on EVP priorities. While IT, HR, Science

and General Management see The leadership listening to employees’ opinions when making decisions as their

priority, personal interest in the responsibilities of the role is the most important aspect for those working in

Marketing, HR, Engineering and Sales. IT, along with Finance, also seework/life balance as an EVP priority, Legal

identify The person to whom you report as the most important consideration. Legal also highly rate and give equal im-

portance to The leadership listening to employees’ opinions, personal interest in the responsibilities of the role and

work/life balance.

Half of all industry segments select personal interest in the responsibilities of the role as the first choice EVP attribute

under the role heading, including FMCG, Insurance, Distribution/Logistics, IT, Charity/Voluntary, Public Sector,

Engineering/Construction, Energy/Environmental, Media and Retail.Work/life balance is the highest factor for

Financial Services, Healthcare, Tourism/Hospitality and Media, Consultancy, Professional Services, Telecoms and

Education.While Call Centre’s first preference is The location of where the role is based, The person to whom you

report to is the most important EVP aspect for respondents in Consultancy, Professional Services, Telecoms and

Education. Somewhat ironically, the lowest rating by any segment of any EVP element under this heading was for The

opportunity to travel as part of your role, given by Tourism/Hospitality.

changingfaces?Interim & Contract

Professionals from HRM


d u r i n g a h i r i n g p r o c e s s

18

If you want to hire great talent at any level, make sure the interviewers are up for the experience of the process. The

Rapport between a potential recruit and the hiring manager is the most significant factor for candidates in judging

their experience during the recruitment process with you. Do you or your hiring managers consistently show genuine

interest throughout each recruitment process? This is the second most decisive factor in the recruitment process

overall and for each Career Level individually. Candidates who you do not ultimately want to hire, may well know and

have influence with the person you wish to recruit.

Analysis by Gender supports this, with male and female respondents both agreeing with the overall response, as they

do in their third most significant factor, Timely communication throughout the recruitment process.

Review by Function also supports this analysis, with the exception of Marketing professionals who see Being met by a

relevant senior executive at the first meeting as highly influential in their perspective of your organisation.

Analysis by Segment also supports the top three choices of Rapport, Interest shown and Timely communicationwith

some variation in the first three places order. Respondents in Telecoms all gave these factors maximum rating, leading

some of the very few 100% ratings of any attribute under any heading throughout the survey.

A positive and friendly greeting by thereceptionist on your arrival for interview.

The interview being held at the timeagreed and without delay.

The interview process being describedclearly to you from the outset.

Being met by a relevant senior executiveat the first meeting.

The rapport between you and your likelynewmanager.

Timely communication throughout therecruitment process.

The level of interest shown at interview bythe interviewers.


professional

1.65 1.76 1.74 1.78 1.86 1.8

2.23 2.1 2.13 2.09 2.14 2.12

2.38 2.33 2.2 2.28 2.29 2.28

2.54 2.52 2.5 2.31 2.22 2.34

2.92 2.85 2.85 2.84 2.79 2.83

2.46 2.6 2.56 2.59 2.6 2.58

2.87 2.8 2.84 2.82 2.76 2.8

Finally, when interviewing for a position, which of the following would impact your

decision to accept a new job and by what extent?6

• under hiring process, level of rapport between the candidate and the hiring manager is the highestevp element - this factor has the highest endorsement of all evp items in the survey

• interest shown is the second highest factor here and the second highest of all evp survey elements



s u m m a r y


19

The complexity of reviewing and putting these survey results together, served as an overall reminder to us how

complex EVP is to implement effectively. Every organisation must measure for itself on a regular basis, what

employees really want, to ensure a fit with what the organisation offers and therefore a sustainable EVP.While there

are some similarities in the responses given by the different groupings used in this research, beneath the surface of

the top responses, variation increases significantly, therefore broad sweeping, one size fits all EVP elements will just

not work. Understanding the differences, is as important as understanding the needs.

Full and consistent communication to your employees as to what the deal is, is fundamental to making the deal work.

So often in organisations, the absence of communication creates an unnecessary void, filled by unhelpful negative

assumptions. Ensure that everyone is aware of what your deal offers, what attributes your organisation possesses and

therefore what differentiates you as an employer. In this way, current employees may stay with you, while future ones

will target your business.

EVP is a long term policy and commitment, which means your organisation must keep one eye on current needs and

another on the future. Anticipating these and being able to adapt is core to getting a consistently positive message

about the organisation to the internal and external labour pools. Having come to terms with Generation Y in the last

number of years, we now have to understand what Generation Z (also known as Generation M, for Multi- tasking) are

seeking. At the same time we now need to learn what Generation G (the gamers), for whom the world appears to be

too slow, expect from their employment relationships. And then there’s Generation E (Einstein - not Emigration!). This

group are the confident, self-assured youth for whom Respect, Honour and Authenticity are primary values. They want

you to tell them “What is the meaning of this organisation for which I work?” and “Why is this in any way important?”

Now there’s a thought...

GrahamMorris

Managing Director

HRM Recruitment Group

Contingency & Retained Search, Contract & InterimSelection through 3 Practice Areas:

professional services groupscience & technology groupcommercial & support group

p: (+353 1) 632 1800 | e: [email protected] | www.hrm.ie

perfection


HRM Recruitment Group,

47 Fitzwilliam Square, Dublin 2.

p: (+353 1) 632 1800

e: [email protected]

www.hrm.ie


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