How can we capture the unique employee value proposition and create an employee experience strategy to attract and retain team members?
At a Glance
Global Technology Company
Define employee value proposition
A technology company wanted to better understand and clarify its differentiators as an employer. The company was experiencing brain drain and recruiting challenges in a very competitive talent market and industry sector. They needed a clear total rewards philosophy, employee value proposition, and employee experience strategy to help:
- Leadership align on talent program and organization culture priorities
- Recruiters market company opportunities to talent
- Managers communicate value and benefits to team members
- Employees understand opportunities at the company and improvements in the works
- Human Resources team know how to focus resources, invest in talent programs, and best support the business
The company wanted to better understand and clarify its differentiators as an employer.
Paradox analyzed interview data and conducted working sessions throughout the company to identify the kind of talent needed by the company to continue on its growth trajectory, the unique combination of factors that makes this company a highly desirable employer, and opportunities to strengthen the value proposition for both current and future talent. Using this data and information, we applied Paradox’s Employee Experience Framework™ to articulate the unique value provided by the company within four buckets: Purpose, Community, Opportunity, Ownership. Through interviews and working sessions, we captured the employee experience in bold words, as articulated by the team.
The model was intentionally partly aspirational, as the company needed to adjust some elements of its culture and enhance some of its talent programs to fully realize the immense value of working there. Part of the work then became aligning leadership and function heads on some of the realities of the current company culture and opportunities to shift the employee experience. Having an inspiring picture of the employee experience the company wanted to have supported this culture change work.
Everyone at the company from leadership to managers to team members to HR had access to consistent language and messages about what it meant to work and thrive at the company. Leadership and HR were both able to make deliberate and strategic choices about resource investments in talent programs. The Communications department was able to take the framework and produce materials that could be used to market employer differentiators for external recruiting and internal messaging purposes. Most importantly, talent programs and rewards became more strategic and aligned through the talent life cycle.