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alary is no longer the only condition for attracting and retaining talent in companies. Monthly remuneration is insufficient to keep talent motivated and involved and it is more and more complemented by personalised offers, adapted to each person and each phase of their lives.
Attracting and retaining talent is no longer only depending on an attractive proposal in terms of salary. Remuneration in a more traditional way is no longer enough to keep talent motivated and engaged and, consequently, to a competitive employee value proposition (EVP).
In the contexts of home office or remote work, EVP should be carefully handled, with the same care with which the same proposal is evaluated in a usual “physical” place. “It just has to be thought of differently”, says João Franqueira, Head of People at Coverflex, in the webinar “What new employee value proposition to offer to capture talent?”, organised by IIRH. “To maintain the necessary connection, we need to provide some moments of encounter and transparency. Not being a hybrid model, we have to think of a set of tools that cement our relationship. If we have the right mindset and the right people, everything will be easier.”
In the contexts of home office or remote work, EVP should be carefully handled, with the same care with which the same proposal is evaluated in a usual “physical” place. “It just has to be thought of differently”, says João Franqueira, Head of People at Coverflex, in the webinar “What new employee value proposition to offer to capture talent?”, organised by IIRH. “To maintain the necessary connection, we need to provide some moments of encounter and transparency. Not being a hybrid model, we have to think of a set of tools that cement our relationship. If we have the right mindset and the right people, everything will be easier.”
Obviously there is wear and tear, and we need to have a different discipline. Trusting people is essential for working remotely. Far beyond the money, it's the team that makes the difference. And this has a lot to do with recruitment”, he stresses.
The flexible, customisable and tailored benefits of each employee, according to age, needs and ambitions, are one of the most evident materialisations of this evolution of EVP until today. The weight of the benefits, and their diversity, are fundamental for a differentiated offer of value proposition for both new and current employees.
“We have to have a good value proposition but, as we are an international brand, we have to be flexible. We are interested in presenting a wide range of options to the employee - remuneration and benefits - but the EVP is much greater than that, it is the experience that we can provide to the employee. And this is an added challenge, because the experiences are totally different”, defends Diana Pinto, People Experience Owner at EDP.
Yoga and languages classes, among other initiatives, provide Emma - The Sleeping Company with an emotional salary tailored to the needs of each worker. “Salary, benefits and all these extras create this value proposition. But just as important as attracting talent is retaining it. We have to promote what everyone likes: not all people are the same, and that doesn't have to be bad. It is important to create opportunities for each person, and benefits too”, explains Filipa Guimarães, Head of Southern Europe at Emma - The Sleeping Company.
Yoga and languages classes, among other initiatives, provide Emma - The Sleeping Company with an emotional salary tailored to the needs of each worker. “Salary, benefits and all these extras create this value proposition. But just as important as attracting talent is retaining it. We have to promote what everyone likes: not all people are the same, and that doesn't have to be bad. It is important to create opportunities for each person, and benefits too”, explains Filipa Guimarães, Head of Southern Europe at Emma - The Sleeping Company.
“It is important to define EVP but it is very important to communicate it”, emphasises Diogo Oliveira, CEO of Landing.Jobs. This is because, according to company data, 20% of turnover takes place in the first 60 days of work. “This has everything to do with poor definition and communication of the EVP in the recruitment process”, he points out. “With a much more global market, we have to think about having more flexibility and empowering candidates, so that they can choose when, where and how to work. This will require more decentralised mechanisms and more asynchronous dynamics”, he assesses.
An EVP, in the future, will certainly involve having “Coverflex as something common and used by employees, every day”, anticipates João Franqueira. But, he stresses, "we have to understand that people are all different: we have different neuro drivers, which make us move in different directions. There is no universal recipe because we do not have a reality or a need, but billions of them”.
Check the webinar here.
