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ROADMAP
Current State
of the EVP
Three Winning
EVPStrategies
HR Resources
Note: This report presents global EVP trends based primarily on analysis of CLC HRs Global Labor Market Survey, including EVP data from the following 28 developed and
developing economies: Australia, Belgium, Brazil, Canada, China, Denmark, Finland, France, Germany, India, Indonesia, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand,
Norway, The Philippines, Russia, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, United Kingdom, and the United States.
60%
Organizations must
increasingly build a forwardlooking employment value
proposition (EVP) strategy
with offensive (attraction)
and defensive (retention)
elements to get ahead of
cyclical workforce trends.
50%
44% Passive
39%
40%
32%
31% Neutral
29%
26%
30%
Active
20%
10%
0%
Q4
2009
Q2
2010
Q4
2010
Q1
2011
Q2
2011
Q3
2011
Q4
2011
Q1
2012
Q2
2012
Q3
2012
CLC HR Resource
Q3 2012 Active or Passive Mix by Region
Region
Percentage Passive
Percentage Active1
Latin America
31%
35%
APAC
43%
25%
North America
44%
26%
EMEA
47%
24%
The remaining percentage for each region is neutral (i.e., neither highly passive nor active).
Delivering a strong
EVP can result in positive
financial firm impact.
Organizations with a
strong EVP experience
a 50% decrease in the
compensation premium
required to attract
employees and an 11
percentage point decrease
in their annual turnover.
These differences
amount to real financial
impacta strong EVP
can save a moderately
sized organization nearly
$13million per year.
CLC HR Resource
Define the Vision for a
Differentiated EVP
Use this portal to assess your
need for a differentiated
EVP and better understand
the preferences of current
employees and top talent.
Annual Turnover
21%
16%
11%
Rewards
Rewards
People
People
Poor EVP
Delivery
Strong EVP
Delivery
Work
Work
5%
Organization
Organization
Opportunity
Poor EVP
Delivery
Strong EVP
Delivery
Attraction Savings
54%
2009
2H 2010
48%
47%
48%
1H 2011
2H 2011
1H 2012
CLC HR Resource
EVP Design Center 3.0
Use this online data-based
tool to determine which EVP
attributes drive attraction and
attrition for employees in a
specific industry, region, or
function.
Ursula Burns
CEO
Xerox2
Percentage of employees anticipating at least one of the following events to occur over the next six months: layoff of team members, significant
organizational restructuring, pay freeze, change of a senior leader, and change of direct manager.
NPR Staff, Xerox CEO: If You Dont Transform, Youre Stuck, NPR, 23 May 2012, http://www.npr.org/2012/05/23/153302563/xerox-ceo-if-you-don-ttransform-you-re-stuck.
Ferguson, Matt, Employers Preparing for Post-Recession Job Market, California State University, 2010, http://www.csustan.edu/cbassc/documents/
BusinessNewsFA10-2.pdf.
Given continued
dissatisfaction with the EVP,
CLC HR set out to determine
the key trends in the EVP
that HR professionals must
deliver on to better attract
and retain employees.
39%
37%
2006
2009
2012
CLC HR Resource
Employment Value Proposition
Topic Center
Use this topic center to learn
more about how to manage
your EVP.
Key
Questions
2006
2009
2012
2009
2012 Attraction
Drivers1
2012 Attrition
Drivers2
Compensation
40%
36%
Stability
34%
15%
Respect
34%
29%
WorkLife Balance
33%
30%
Location
26%
15%
25%
44%
Development Opportunity
21%
26%
Recognition
19%
31%
EthicsIntegrity
18%
13%
Vacation
16%
9%
Health Benefits
15%
8%
14%
6%
Product-Service Quality
14%
7%
Coworker Quality
14%
10%
Job-Interests Alignment
12%
15%
Retirement Benefits
12%
5%
People Management
12%
36%
Manager Quality
12%
31%
Camaraderie
11%
5%
Percentage of employees who chose the attribute as one of the five most important when evaluating an employer.
Percentage of former employees who chose the attribute as one of the five attributes with which they were most dissatisfied with their former employer.
PeopleNot Management
Increasingly Important
GET AHEAD OF THE TRENDS WITH THESE THREE WINNING EVP STRATEGIES
1. B
roken career paths
are driving employee
attrition.
2. T
otal rewards once again
are important to the EVP.
3. P
eersnot managers
play greater role in
attraction and retention.
ROADMAP
Current State
of the EVP
Three Winning
EVPStrategies
HR Resources
10
Employers adapted
their organizational
structure and job
responsibilities to
cope with economic
volatility in 2009,
resulting in broken
career paths.
I. R
EBUILD BROKEN CAREER PATHS TO AVOID
TURNOVER
Organizational Volatility Peaked in 2009
Percentage of Employees Who Experienced
Change Over the Last Year
50%
23%
0%
Q4
2009
Q2
2011
Q3 Q4
2011
2011
Q1
2012
Q2
2012
No Change
High Degree of
Change1
CLC HR Resource
Career Pathing Strategies
Read this research brief to
learn about how leading
organizations position and
execute career pathing
strategies.
Chief HR Officer
Global Pharmaceutical Organization
= 38%
Employees who have experienced at least three high-magnitude organizational changes over the last six months (e.g., layoff of team
members, significant organizational restructuring, pay freeze, change of a senior leader, and change of direct manager).
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3.85
3.43
3.05
Q4 2009
Q4 2010
Q4 2011
CLC HR Resource
Maximizing On-the-Job
Experiences for Development
During Business Downturns
Read this brief to learn how
to, despite volatility, invest
in development to retain and
build the skills of key talent.
5.0
Latin America
4.5
APAC
North America
4.0
EMEA
3.5
3.0
2.5
2.0
Q4 2009
Q4 2010
Q4 2011
12
Development
opportunities satisfy
employees desire
for growth without
spending more on title
and pay increases.
26%
15%
14%
Increased promotion
trajectory has only an
8% impact on career
path satisfaction.
8%
5%
5%
5%
0%
Upskilling
Breadth of
for Future
Opportunities
Employment
Percent
Effective
21%
16%
Structured
Career
Paths
Fast
Promotion
Trajectory
Organizational
Support
MeritBased
Promotions
Strong
Internal
Labor
Market
Career
Empowerment
18%
19%
17%
21%
18%
21%
13
Chubb creates
realizable career paths
for employees by basing
job matches on roles and
empowering employees
to take advantage of
opportunities along
their career paths.
Source: CLC HR, Realizable Career Paths (The Chubb Corporation), Arlington: VA, The Corporate Executive Board Company, 2010.
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Employees preferences
for total rewards returned
toand exceededpreglobal downturn levels
as satisfaction declined.
II. R
EALIZE THE FULL VALUE OF TOTAL REWARDS
INVESTMENTS
Trends in Importance of Total Rewards to Attraction
Ranking of EVP Attribute in Importance as a Driver of Attraction
Most
Important
Health Benefits
Retirement Benefits
Vacation
Least
Important
2006
2009
2012
4.4%
Employees Expected
Base Salary Increase
3.4%
3.3%
CLC HR Resource
Design Benefits Plans Topic
Center
Use this topic center to learn
how to design, implement,
andcommunicate your
benefitsplan.
2011
20121
Percentage as of Q3 2012.
15
Employees are
currently receiving too
little information about
their total rewards package
from their employer.
= 52%
36%
Enough
Information
64%
Too Little
Information
Too Little
Compensation
Information
Enough
Compensation
Information
CLC HR Resource
Implement and Communicate
Pay and Benefits Plans
Use this topic center to
improve your total rewards
communication strategy.
Index
IncreaseTransparency
ROI of Total
Rewards
16
17
People
CLC HR Resource
2009 Rank
2012 Rank
15
12
Coworker Quality
21
14
Camaraderie
16
35
19
People Management
(5)
12
17
Manager Quality
(12)
18
18
To increase peer
interactions in your
organization, enable work
through peer interactions
instead of simply building
camaraderie.
Participating in work-sponsored
volunteer activities
CLC HR Resource
Use Peers to Drive Engagement
Use this topic center to better
support peer efforts to engage
employees.
19
20
Development Feedback
In front of others
That is specific
In a timely manner, instead of long after an
assignment is over or you observed the behavior
That is relevant to your colleagues job role
and level
Source: CLC HR, Manager Guide: Identify Opportunities to Provide Informal Feedback, Arlington, VA: The Corporate Executive Board Company, 2010.
21
Guidance/Advice
Coaching or Development
22
KEY TAKEAWAYS
23
CLC HR Resource
Future Career
Opportunities
Development
Opportunities
Stability
Health Benefits
Respect
EthicsIntegrity
Compensation
WorkLife Balance
Location
Recognition
Manager Quality
People Management
Organizational
Growth Rate
24
ROADMAP
Current State
of the EVP
Three Winning
EVPStrategies
HR Resources
25
Employee Engagement
EVP
Assess HR capabilities.
Build HR team.
Structure HR function.
Execute priorities.
Performance Management
Succession Management
High-Potential Employees
Organization Design
Social Media
Change Management
HR Strategic Planning
Workforce Planning
HR Metrics
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IMPLEMENTATION SUPPORT
STRATEGIC
INSIGHTS
Identify Proven Solutions
Best Practices
Quantitative Analysis
Virtual Briefings
E-Learning Modules
On-Demand Webinars
ADVISORY
SERVICES
Make Better-Informed Decisions
Web-based
Training
ISSUE DIAGNOSIS
IMPLEMENTATION
SUPPORT
Execute Faster
Tools and
Templates
Get Answers Quickly
Manager Guidebooks
Webinars
27
Assess Your
Current EVP
Redesign Your
Unique EVP
Survey employees,
globally or in
critical populations,
to pinpoint the
strengths and
weaknesses of your
unique EVP drivers.
Engage key
stakeholders
to design a
compelling and
credible EVP that
showcases the
employment brand.
4
Communicate
Your New EVP
Prioritize effective
communication
channels for
streamlined
messaging that
impacts all major
touchpoints.
Deliver and
Measure the
Impact of Your
New EVP
Establish and
track performance
metrics to
proactively
manage the EVP
and measure ROI.
Contact Us
An extensive global database of employee needs and values to help firms understand what matters
most in employee career decisions;
Diagnostic tools that enable firms to assess values of key employee segments and employee
perceptions of firm strength and weaknesses; and
Proven methodologies to hone your brand to distinguish against competitors while centering on
attracting and retaining top talent.
Website: www.cebvaltera.com
E-Mail: cebvaltera@
executiveboard.com
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HR Business
Alignment Tool
Mechanisms: Organizations use either a universal link for all departing staff
or a portal allowing HR staff to send individual survey links to each exiting
employee. The survey is always on to collect data continuously from
departing employees; CLC HR provides reports to participating organizations
quarterly.
Number of Questions: 20
30
The Recruiting
Effectiveness Dashboard
(RED) is a business
intelligence solution
that collects information
on quality of hire and
recruiting effectiveness
by surveying key players
in the recruiting process
on an ongoing basis.
Quality of hire
Recruiting effectiveness
EVP
Participation is included in
your membership with CLC
Recruiting.
Data at Your Fingertips
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32
Alpha Company
Benchmark
Alpha Company
Benchmark
Hiring Manager
Recruiting Manager
New Hire
Recruiter
Internal Transfer
33
CLC Compensation
provides quantitative
insight, best practices,
and on-demand services
targeting member
identified challenges.
Quantitative Analysis
Best Practices
On-Demand Services
Example Insight
Relationship Between
Commitment, Pay Fairness, and
Pay Satisfaction
Case
Differentiation
Criteria
Average Employee
Commitment Score
Pay Fairness
Perception
Cost of
implementation
Pay
Satisfaction
Low
Metric
Impact on
employee
engagement
and
performance
Improvement
What outcome in employee
productivity
do they care
most about?
50.0
0.0
Executive
Committee
100.0
Stakeholder
High
Vice Presidents
Who controls
Frontline
Managers
Handling
implementation
Disruption of
difficult
conversations
business
Own
understanding
of pay plan
Seamless
business
and talent
management
operations
Good relations
with direct
reports
In what form
will they want
to see results?
Dollars and
impact on
employee
outcomes
Business unit
performance
Ease of
performance
and pay
conversations
What do I
need from
them?
Approval for
change in pay
structure and
philosophy
Be a champion
for the plan and
its rollout
Roll out in
one-on-one pay
conversations
with employees
34
Benchmark your
organizations pay plan
design or compare two
benchmarked segments
for structure, spend,
targets, payout, range, and
frequency.
Short-Term Incentives
How do you expect to average
2012 STI payouts to compare to
2011 STI payouts? (December 2011
results)
9.6%
3.2%
0.3%
Poor
Average
Top
Performers Performers Performers
20%
Higher
Than 2011
48%
20%
Lower
Than 2011
15%
60%
Same
as 2011
Total
18%
Average
Top
Performers Performers
Plan Segmentation
Base Pay
Base Pay
Short-Term Incentives
Short-Term Incentives
Long-Term Incentives
Spot Awards
Submit a Request
CLC Compensation benchmarking is member driven. Please advise us of your specific benchmarking needs either
directly through our website or by contacting your account manager.
2012 The Corporate Executive Board Company.
All Rights Reserved.CLC2620212PRO
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