What resonates, what's unique and what needs focus
In 2023 we conducted research into 140 organisations across 10 industry sectors.
We wanted to challenge organisations to re-think their market messaging...to test assumptions about what leaders believe their organisation stands out for in their sector.
A glaring shortcoming we observed across all sectors was how organisations fail to leverage the unique qualities of their employment offering. In place of a robust and dynamic EVP they own, we saw rather prosaic statements around more digestible themes, including flexibility, D&I and impact.
Some key facts that may surprise you...
In this section we discuss some of our projects and share their objectives and results.
Where we have permission, images and and logos are linked to the webpages which showcase the results of our work.
The Department of Industry, Science and Resources (DISR) wanted to position itself as an employer of choice for individuals with disabilities. The first step was to develop an Employee Value Proposition (EVP).
At the onset of the process DISR partnered with Randstad and GetSkilledAccess to undertake market research, interviews with leaders and conduct focus groups with current employees.
The team identified unique aspects of the department from a purpose perspective and how these could be effectively communicated to potential candidates. In doing so, we gained a comprehensive understanding of the key motivators and potential barriers to employment for individuals with disabilities.
The outcome of this project was a compelling message that resonated strongly with disabled employees and potential candidates, enabling DISR to successfully attract and recruit individuals with disabilities. It was a privilege to be part of this initiative that had such a significant impact on the department and the individuals it sought to support.
Click the image to see the results of the project.
The 350-plus agencies and departments forming Australian Public Service (APSC) look to them for guidance on the most effective, tonally correct ways to engage with Aboriginal and Torres Strait Islander potential candidates.
The aim of the project was to create culturally aware job advertisements, with a clear interview framework. One that would be easy and consistent to roll out across agencies.
We conducted extensive research and interviews with key stakeholders throughout the Australian Public Service to better understand the challenges and opportunities. We assessed the strengths and weaknesses of how different government agencies promote opportunities to indigenous candidates.
The output was a series of cascading templates designed to help hiring managers tailor their messages effectively based on factors such as location, level, role and type. These tools have been widely adopted across the Commonwealth and are supporting managers to have more constructive discussions with Aboriginal and Torres Strait Islander candidates about a range of roles across government agencies.
The templates have been instrumental in addressing key objectives and providing guidance on the most effective mediums for advertising roles. Once the templates have been incorporated into an automated tool, our work will further streamline the engagement process and better support hiring managers.
The Australian Radio Network (ARN) has a stable of some of the most successful radio brands in Australia, voiced by leading on-air talent.
ARN wanted to identify why it's a great place to work, how they can continue to define the audio landscape and how they can be recognised as a leading innovator in the industry.
Whilst they recognise they have some of the best radio people in the industry they know they need to hang onto great talent whilst attracting specialists who can help them grow their foothold in the fast-growing digital audio market.
The project resulted in a set of key recommendations for ARN's EVP roadmap that align with its people strategy for the next 3-5 years and a compelling message to resonate strongly with the market.
Click on the image to see the project in action.
Develop and leverage a value proposition to attract graduates to the great Australian Public Sector.
The Australian Public Service Commission (APSC) engaged us to develop a pan-government Employee Value Proposition (EVP) to put some real power behind their graduate recruitment campaign of 2021 for 2022 graduates.
The goal was to highlight the unique benefits and opportunities of working in the public service, beyond any preconceptions or notions they may have held. We set out to position the Australian Public Service as a first choice option, regardless of study field.
The outputs of the project were used as foundations of APSC graduate recruitment campaigns, live from ‘21 to the ‘22 graduate intake.
We successfully highlighted the unique aspects of working in the Australian Public Service across four pillars: having a voice; relevant work; a lifetime of career opportunities and good work-life balance.
The client is happy to provide a reference, so please contact firstname.lastname@example.org if you would like more information.
Having committed to promote Aboriginal and Torres Strait Islander employment opportunities through a targeted strategy, the Department of Veterans' Affairs (DVA) sought to develop an EVP to resonate with employees and potential candidates in the demographic.
We were engaged to identify the positive elements of working at DVA that would speak to Aboriginal and Torres Strait Islander employees and candidates. We partnered with Rachelle Towart, Tamara Giles and Cathy Sear from Pipeline Talent (https://www.pipelinetalent.com.au/) who provided cultural advice and insight to the project.
The organisation had a number of initiatives in place but we bound them to an underlying value proposition to drive DVA a first choice employer for the audience.
The project outputs enhanced recruitment and engagement activities throughout the department.
We look forward to sharing the results of this recent work to demonstrate how we enabled the department to meet the goals of its Reconciliation Action Plan and mobilise the Aboriginal the Torres Strait Islander employment strategy.
Click on the image above to see the EVP live on the Indigenous Careers website.
Please contact email@example.com for more information.
Drive greater retention and engagement of key talent.
A global drinks manufacturing and distribution business wanted to identify the main segments that comprised its workforce and understand the unique motivators of each group.
With a defined EVP and strong consumer brand, the project was to validate the authenticity and relevance of the EVP against the experience of employees. It had two elements:
We partnered with a market research business to oversee qualitative and quantitative research. We identified 5 segments, largely based on demographic indicators - age and time of life - which correlated with a projected tenure with the organisation.
This, combined with comprehensive surveying of the workforce to identify key motivators and their future career focus, plus an analysis of existing employee data gave a particularly strong base to build upon.
Our findings were structured into broad categories:
A personas guidebook was developed for managers and recruiters to engage, recruit and retain individuals within the 5 talent segments.
The personas guidebook was successfully launched throughout the business. The feedback from managers was overwhelmingly positive - the guidebook was invaluable in understanding and managing the different motivators of employees in their teams.
To retain and inform people over a period of transition.
A global FMCG brand underwent a major business enterprise initiative set to impact all employees. The organisation was moving from a large manufacturing and packaging plant to an office-only environment. With a significant change in format and location, employee communications and transportation would be affected.
We partnered with the CEO and Executive Leadership team to build programmes addressing the transition, retention, future talent attraction and what employees value about the organisation. We developed an EVP to align with the corporate brand and employee experience and built a roadmap to assist transition to a new way of working and engagement.
There was minimal talent loss after the transition to new offices - less than 2% of the workforce. Armed with a clear EVP the organisation attracted candidates who would not have previously considered the organisation.
The client is happy to provide a reference, so please contact firstname.lastname@example.org for more information.
To retain and attract the best talent to achieve the goals of a 5-year strategic plan.
The government agency wanted to revamp its perception in the marketplace. The brief was to build an enticing, resonant value proposition and align its retention and recruitment activities with the new messaging.
There were three phases to the project:
The first step was to define the organisation's current employee value proposition (EVP) and align it with the aspiration of managers and the experience of employees. We built a roadmap to help the organisation fill any gaps and align three aspects of their employer brand: what employees experienced; what managers wanted aligned; what the market perceived.
The second phase was commanded by a revised strategic plan. A new value proposition and brand was needed to allow us to refocus on a number of core talent segments. We undertook:
The exercises put a lens on how and where employees and candidates interacted with the employer brand, and how they understood the messaging. We plotted our findings onto a brand touchpoint map with all the steps to take to ensure successful transmission of the new engagement messaging.
The final phase of the project was to define the visual aspects, internal messaging and behaviour changes needed to activate the new brand. These included:
Please contact email@example.com for more information.
To attract, recruit and retain people to work in the client’s state and see a role with them as a first-choice career option.
This state government wanted to improve its status as a preferred employer so sought to identify and leverage key aspects of its employee value proposition that weren’t being capitalised upon.
The project started with identifying key propositions the client needed to clearly communicate, beyond job security and other lifestyle considerations. In order to compete with other employers - locally and interstate - the client needed to identify what motivated their target audience and they needed a framework to attract, recruit and retain them.
The project kicked off with a market review to understand the existing employer brand. Followed by interviews with key leaders to understand what they believed would motivate the key people. Subsequently we conducted a series of focus groups to gauge the experience of employees.
We analysed the data sets to highlight any discrepancies between market perception, leadership aspiration and employee experience in relation to the employer brand.
This gave us a springboard to collaborate with the strategic communications and marketing teams to develop clear messaging, imagery and recommended leader behaviours to bring an aspirational and dynamic brand to life.
The client significantly improved its relative attractiveness compared with other state government commercial entities (measured using an external employer branding survey).
Whilst highlighting the lifestyle benefits of working with the state government we emphasised the purpose-led elements of public service employment that are rarely matched by central government or commercial entities.
Click the image to visit the webpage incorporating the EVP.
To reduce first year staff turnover and build an enticing message to reduce length of vacancies.
A global manufacturer of building products wanted to redefine its offering as it sought to address some of the erroneous perceptions that they felt put them at a disadvantage.
The project involved identifying how the external market perceived the brand, how employees perceived and experienced the brand and assess if this aligned with how executives viewed the brand.
We achieved this through desk and market research, focus groups, interviews and a review of culture and engagement survey results. We identified:
From this groundwork we developed a roadmap which incorporated:
The EVP was embedded into all recruitment and engagement material - leading to tighter recruitment times, more suited and skilled candidates for roles and clearer briefings for recruitment partners.
Click the image to see the client’s EVP.