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Can companies leverage corporate sustainability into the employee value proposition and experience? And viceversa?
As companies struggle to attract and retain talent, the employee value proposition or EVP has taken a central role in both an HR and a CEO level.
In a similar way, sustainability is just as high up in the priority scheme as talent is; as well as productivity is notably lower without the right talent and their engagement, a business cannot operate outside the realm of sustainability, or it’ll simply cease to be.
So where do these two realities meet inside the organization? How can companies leverage sustainability into the EVP, and viceversa?
Should companies rethink their EVP?
Employer branding, employee value proposition (EVP), employee engagement employee experience… these are all increasingly relevant topics inside organizations.
In fact, they have, or should have started to transcend the Human Resources offices to get into higher executive levels, as the talent search and experience has, indeed, become a strategic issue for organizations.
But what this phenomenon really tells us is that people, this is, employees, are a central concern for the organization, so much so, that their wellbeing and development is key to business success.
Engage employees in the sustainability strategy
When we talk about companies’ need to rethink their employee value proposition, we are talking about understanding that a strong financial strategy is not enough, and that having truly exceptional people in the organization is what marks the difference.
In this context, the need for a better EVP is quite obvious, as many companies lack the necessary talent, which in turn lowers productivity, which in turn has its own and varied consequences.
The three pillars for a strong EVP
So what are the values or actions that can guarantee the strength of the employee value proposition? We believe there are three key pillars to it.
On the one hand, companies need to define why they are useful to the world, in other words, they need to clearly state their purpose. Furthermore, employees need to know how they are part of this purpose and how they can help achieve it.
A strong EVP is one that understands how important it is to rethink and redefine the relationship between business purpose and employees.
Secondly, in order for this latter relationship to work effectively, we need to make sure we have a strong and healthy company culture.
How do people interact with each other? What are the values that help drive every day work? These are some of the questions organizations need to uncover to build a sustainable company culture.
Last but not least, all of the latter two is only possible if we can attract, and retain, the best talent.
Exceptional people make exceptional companies, and this is where a great gap exist today between what companies need and what talent they manage to attract. It is safe to say that top talent leaders will attract top talent employees.
Sustainability and the employee experience
Sustainability is a must for most workers today, and will continue to be so as younger employees begin to enter the job market. But far from being indifferent from participation in sustainable efforts, people look for the opportunity to be actively engaged and find purpose in having a positive impact through their jobs.
Sustainability as an employee benefit
In DoGood we believe that working collectively can help us find that which alone may seem unattainable or useless. That is why we think the workplace is the perfect environment to find that collective eagerness to make a difference, both for the sustainability and purpose of the company and a more sustainable way of being for all.
Through our technology we are able to activate and track employees’ impact, creating engagement that translates into improved ESG metrics, reputational value and an overall positive impact for the environment and society.
