Employee Value Proposition: Ask This;

Employee Value Proposition: Ask This;

TLDR: Ask This;

1. Does your organization have an employee value proposition that is defined and communicated?

2. How aligned is your organizations current employee value proposition with what employees truly value?

3. Does your organization tailor its messages about the employee value proposition for different populations?

4. How do you support your employee value proposition and long term talent strategy?

5. Why do other organizations have employee value propositions?

6. Can developing an employee value proposition make a difference?

7. How can an employee value proposition strategy benefit your organization?

8. How do you create a compelling employee value proposition for your organization?

9. What does/should an employee value proposition look like?

10. What is your employee value proposition defined as and include currently?

11. How is your employee value proposition integrated into your retention strategy?

12. What is the difference between the employee value proposition and the employment brand?

13. Are you getting your employee value proposition right?

14. Is your employee value proposition compelling for different types of employees?

15. How do you maintain a robust employee value proposition for sales roles?

16. How do you maintain a robust employee value proposition for your sales roles?

17. Is your employee value proposition aligned with the employee experience?

18. Has your employee value proposition changed?

19. How is an employee value proposition different from employee engagement?

20. Is your employee value proposition compelling?

21. Is your employee value proposition working?

22. What is most interesting/challenging to you about building an employee value proposition at your organization?

23. What is the employee value proposition for returning to the office?

24. Why is employee value proposition important?

25. What is the core value proposition of the enterprise as a whole and to what extent do you believe employees understand it?

26. What would be some employee value propositions that you could use for your business?

27. Are employees demonstrably benefiting from the value proposition advertised as being offered by the offshore organization?

28. How do you communicate your value proposition to your customers, your employees and your vendors more effectively?

29. What is the value proposition and the customer promise of your organization you work for?

30. Is it possible to transform employees attitude to learn current value proposition demands?

31. What is the value proposition for employees, and how does it get communicated?

32. Why would an employee value the reward of ownership without property rights?

33. Is workplace behaviour change an initiative, a policy, part of your organizational culture or employee value proposition?

34. What is the current employer employee value proposition?

35. How do you use technology to develop new value propositions for employees and potential employees to attract and retain the best people?

36. What benefits come from employee ownership that translate into value for the customers?

37. How does an entrepreneurial organization identify and utilize a value proposition?

38. How does your organization add value to customers, investors, managers, and employees?

39. How can companies maintain good employee value proposition?

40. What does your organization value more and why?

41. What is your corporate culture and what are your employee value propositions?

42. Does employee ownership enhance value to customers?

43. What is employee value proposition?

44. Do your organization have high employee turnover?

45. How do employees place value on the current rewards package?

46. Have you rolled out a formal employer branding program and employer value proposition in place?

47. How does your organizations human resource department strengthen strategic decision making to reach an optimized stage of employee engagement, retention and productivity?

48. How can value propositions retain employees at work?

Organized by Key Themes: VALUE, DEVELOPMENT, HUMAN, PRODUCT, CLIENT, EMPLOYEE, PROCESS, SUPPORT, MANAGEMENT, PEOPLE:

VALUE:

What challenge are you trying to solve?

Guarantee your process translates process strategy into process value drivers, process diagnostics, collateral, workflow and process maps, service objectives, performance priorities, and well-articulated process improvement plans with clear links to business performance uplift opportunities and be champions of process excellence and financial value management principles.?

What transparency trends are emerging in your industry?

Develop innovative/best in class processes to data management and integrated planning to ensure a more (internal) customer centric, market facing organization across the value chain end to end.?

How do you make your recruiting process more efficient and effective by using competency based recruiting instead of sorting through resumes, one at a time?

Work with SBU Product Management and Marketing to identify new value propositions, new revenue opportunities and alternate business models, and create truly innovative and differentiated offerings.?

How will your organizations culture respond to an environment of constant change?

Bring commercial and business acumen to recognise and champion differences that enable competitive advantage and know when to leverage shared process and shared capabilities to unlock value clearly supported by data and involvement.?

How do current economics affect compensation planning?

Provide direct deal support by leveraging industry knowledge, consulting skills and analytical abilities in identifying key drivers, assessing process capabilities, developing a business case and a value-based roadmap.?

How will the program support the retention of critical talent/hot skills?

Collaborate with internal brand and marketing teams to support development of clear and informative messages with compelling value propositions for new products that resonates with target market.?

What are the high level talent management and succession planning issues identified?

Make sure your workforce helps develop commercially successful assessment solutions (including software, digital, print and professional development offerings) which deliver real value for identified market segments.?

What are major challenges to achieving objectives/milestones?

Build trusted relationships with your team members; Understand what they value and support them in achieving the development goals.?

What are the rewards for changing, and the consequences for more of the same?

Interface so that your process works with value stream team to prioritize the continuous improvement activities identified and approved.?

What additional development do you have in place to improve performance?

Verify that your team is responsible for quality output/value add for highly visible products, services and future business development.?

DEVELOPMENT:

Will you have access to an account representative?

Make headway so that your team understands business process and product development processes.?

What was the outcome of that review?

Make headway so that your company identifies assessment product solution opportunities for market segments and presents opportunities for further investigation and development in regular investment or business review meetings.?

What business as usual practices do you align with to ensure the EVP is regularly reviewed?

Certify your process considers the (internal) customer experience, business impact and solution objective when managing risks and development and design of solutions.?

Will some activities be outsourced or delivered in partnership?

Secure business partnerships across the workforce development ecosystem that drive long-term mission impact, yield business growth and, and ensure quality programming, community engagement and communications objectives are included in partner relationships.?

What is the process for developing responses and communicating with shareholders?

Provide input into new product development and develop ongoing (internal) customer value propositions.?

How will deliverables be measured?

Oversee that your company works with development and user experience teams to create products which deliver high levels of (internal) customer satisfaction.?

How do you evaluate negotiations as effective?

Make headway so that your group is involved in development of go to market strategies and development of value propositions.?

Does your organization set stretch goals?

Develop product per designs and market requirements for pilot use, using internal resources as feasible and external partners/vendors where additional development support with priority (such as digital tool creation, etc.?

Do your existing recruitment technology/tools support the end to end process?

Provide input and support business development of your organization with priority.?

Do you track employee information and conduct correlation analysis?

Build a strong internal network to generate opportunities for your partner companies: Leverage close relationships with relevant executive stakeholders and collaborators to identify opportunities to spread awareness of your partner companies, with the intention to embed these players in (internal) client opportunities, account plans, or market development and asset development activities.?

HUMAN:

What are the costs of developing capability?

Partner closely with the human resources organization in developing organizational capabilities through succession planning, organizational assessment, identification of key skill gaps, talent acquisition and talent development strategies that link with business goals.?

What drives your organization to rethink how and where jobs are done?

Assure your design provides regional staff with relevant and meaningful HR metrics and analytics, using proprietary and commercially available tools to enable Operations to fully leverage human capital to drive business outcomes.?

Which employee groups need to be involved in the design?

Be confident that your strategy is involved in Human Resources or Benefits in high technology industry.?

What do you do if your organization partner is violating principles?

Provide effective human resource management by providing, assessing and teaching appropriate staff and promoting communications and feedback.?

Do you have any employer brand strategies for retaining employees?

Be certain that your process serves as a liaison with Operations and Human Resources relative to hiring, on boarding, and retaining talent.?

What are the unique benefits received by staff from the EVP?

Certify your strategy assures compliance with corporate regulations pertaining to Human Resources, Ethics, and Safety.?

What is the role of leaders in creating a high performance culture?

Establish that your personnel is involved in creating and implementing strategic and impactful Human Resources initiatives.?

How do you verify the authenticity of the data being used to select staff and associates?

Make sure the Human Resources Representative is an integral member of the Human Resources Team, reporting directly to the Area Human Resources Manager, and actively collaborates with your managers, supervisors and associates.?

How do you make your recruiting process more efficient and effective by using competency based recruiting instead of sorting through resumes, one at a time?

Ensure you handle all recruiting through your Human Resources team.?

What other business as usual practices can incorporate an EVP consideration?

Champion and promote diversity in all aspects of human resource practices.?

PRODUCT:

What happens to scuttle well intentioned effort?

Certify your team various functional teams to build internal communications strategy for your major product launches, organization initiatives, events and other internal activities.?

How do you seek guidance or report concerns?

Oversee the analysis and evaluation of key market statistics and (internal) customer requirements to define product strategies and identify product opportunities to expand market share.?

Is your employee value proposition aligned with the employee experience?

Be certain that your process gather and synthesize insights and data to identify ways to improve messaging and product capabilities.?

What does the future of work hold?

Safeguard that your operation oversees and drives products and solutions through the phase release or solutions release process including business case and resource requirements.?

Do alignment and integration make a difference?

Identify, develop and specify products, services by providing value propositions for audience; understand (internal) customer technical requirements to create engineered solution that align with solution offerings.?

What is the performance mindset you need to drive and sustain performance?

Make headway so that your personnel monitor the market landscape to get a view of competitive solutions and opportunities, as well as provide thought-leadership and market insights to support (internal) customers and guide product roadmap.?

What actions drive employee retention?

Develop all user requirements and identify the key drivers of ratings and reviews, and work with cross-functional project teams to ensure they are met in validation testing, ensuring high consumer satisfaction with your products.?

What are other organizations doing around leadership development?

Develop a clear set of (internal) customer account targets for the product lines and work with the Account Executives to develop opportunities in such accounts with the goal of contracting such opportunities.?

Do employees know and understand your organizations value proposition and how it is delivered?

Guarantee your workforce execute to ship product and deliver impact for your business and users.?

How do you best use your skills and expertise to deliver what your team needs to achieve?

Oversee that your strategy improve and iterate on products and experiences, distilling user data, analytics, messaging testing to achieve business targets.?

CLIENT:

Are development initiatives varied to meet the needs of different employees or employee groups?

Make sure the D and I (internal) client Solution Executive is responsible for managing a multi disciplinary solutioning team to develop solutions that address all elements of the new business acquisition process.?

How do you use technology to develop new value propositions for employees and potential employees to attract and retain the best people?

Work with the business team to develop the contractual and financial solution based on (internal) client requirements and the competitive marketplace that meets business and financial goals.?

What kind of facility do you need to lease, purchase or build?

Cultivate the opportunities into proposals by obtaining data and information from the (internal) client to build relevant value propositions for the C Suite.?

What work processes are frustrating or need to be digitized to align with new processes or support improved technology/upgrades?

Be sure your process is helping (internal) clients identify business process improvements and gathering requirements to help achieve efficiencies, and improved oversight.?

What opportunities might if offer you to enhance your skills?

Conduct regular business reviews using value add propositions to mitigate (internal) client risk and enhance background screening programs.?

Who and what will the workforce be composed of?

Assure your strategy is understanding functional area and industries and the value propositions for (internal) clients to rotate to the new for Financial Performance and Analysis or Treasury.?

What makes skills utilisation work?

Interface so that your personnel engage and lead large multidisciplinary teams in developing complex solutions for specific (internal) client opportunities and in developing (internal) client deliverables such as a Requests For Information (RFI), Requests For Proposal (RFPs), and Statements Of Work (SOWs) or presentations.?

What are the underlying people related issues, including finding and hiring, developing, and retaining supply chain talent?

Secure that your workforce is developing consultative and business acumen skills for the account (internal) client facing organization.?

Is employer branding widely prevalent in your industry?

Make sure your process is landing pages about your (internal) clients and the value propositions.?

Does your organization tailor its messages about the employee value proposition for different populations?

Establish that your organization is learning culture that applies transformational (internal) client and user experiences into cognitive solutions.?

EMPLOYEE:

How will it be delivered; what communication channels do you have available?

Inspire employees through clearly communicating alignment of the marketing team with the business and marketing strategy to deliver growth.?

How do you develop the more sophisticated metrics needed to constantly improve performance?

Be sure your team is involved in managing, partnering and supervising contract departments, vendors, intranet, social media, and aligning messaging to Employee Value Propositions.?

How is it systemically responsible?

Liaison so that your organization is responsible for strategy and governance of employee experience life cycle.?

Is your employee value proposition working?

Certify your team is building on existing practices, define an employee communications strategy and roadmap.?

How do you accelerate your own workforce transformation?

Ensure you help organizations reimagine and transform business models, (internal) customer and employee experiences, and business operations.?

What is the role of the tax department in plan design?

Engage with (internal) customers, employees and other stakeholders actively throughout the process conducting (internal) customer discovery interviews and using a series of prototypes to learn, test and refine concepts.?

How do your best hiring channels compare to organizations you compete with for talent?

Make headway so that your workforce manage the hiring process for all hourly and temporary employees.?

How would you rate the effectiveness of the compensation strategy?

Ensure your design participates in the development of and oversees Employee Health safety initiatives.?

Have you defined and validated your employee value proposition?

Make headway so that your group leverages various assessment practices like surveys, interviews with employees, focus groups, or consultation with managers, to regularly define opportunities for growth and development.?

Which elements of the EVP need to be improved?

Drive investment towards actions that improve the employee value proposition.?

PROCESS:

Is it possible to provide overhead cover to employees and patients moving between the surge site and the emergency department?

Make sure your organization supports the creation of business policies/guidelines, KPIs and process standards and has ideas, involvement and proven methods in other sectors/industries that can help provide comparable and new ways of working.?

How do you keep your employees engaged and satisfied?

Collaborate in testing process to ensure business requirements are accounted for in solution testing.?

Does employee ownership enhance value to customers?

Work with Operations Manager to enhance Value Proposition, Stewardship process and Account Management services.?

Which employee groups need to be involved in the design?

Be certain that your company is involved in business process automation.?

What strategies have the companies in the area implement for strengthening the employer brand?

Check that your organization has change agent able to identify and implement operational and process improvements.?

Do you ensure that it is seen as relevant to all staff affected?

Warrant that your company ensures that operational teams are meeting expected outcomes and creates process performance uplift, adheres to the standards, and understands any significant process variations with relevant controls installed to ensure effective, robust, and measurable shareholder outcomes can be seen.?

Can training promote employee organizational commitment?

Make sure your organization partners across HR centers of expertise to ensure workforce systems, structures, and processes provide a competitive advantage and promote innovation and sustainable growth.?

Have you built your organizational capacity for collaboration?

Coordinate with team to define the measures of success for process improvements.?

Have you made the right decision?

Establish that your strategy incorporates business objectives when evaluating processes to remove redundancies and waste.?

Do you use offline channels to communicate with potential employees?

Understand and effectively communicate your organizations value proposition, technology, process and current partnerships.?

SUPPORT:

How do you maintain your professional development in your current role?

Oversee that your workforce partners with key operations and support teams and leaders to define program requirements and expected benefits; ensures associated service level agreements are met.?

Is the talent management strategy helping to build the workforce and leadership team needed to drive the business in the future?

Interface so that your strategy is identifying additional ways to support and drive a high performance culture.?

What do you need to do to support your employee value proposition and long term talent strategy?

Ensure that all team members are managing efficiently, effectively and have documentation to support the roles/responsibilities.?

What are your organization values that support a great employee experience?

Perform contract maintenance, purchasing-invoice handling, budgeting-accounting duties, support a variety of activities as well as coordination of duties to support the Information Services Department.?

How well do mesh with and support strategic goals?

Create partnerships with new (internal) customers and support your existing (internal) customers growth and success.?

What tools and processes are in place to support compensation committee decision making?

Provide clerical support services to departments with priority.?

How interesting and compelling is the work?

Verify that your personnel drives expansion, adoption, and communication in support of approved technologies.?

Has your organization reviewed similar compensation programs or issues in the past?

Support in the preparation and execution of the talent review and succession planning process.?

Does top management support the change?

Make sure the Accounts Payable Clerk is responsible for coordinating and performing a broad range accounts payable duties and clerical/support/reception functions in your organization.?

What will make or break your business success over the next decade?

Support the monitoring and maintenance of compliance with head/prime contracts.?

MANAGEMENT:

Can opposition by interest groups have a broader effect on your organization?

Be sure your process is responsible for talent management to ensure the continued development for direct reports.?

Are there local representatives to help you?

Present value propositions to IT management and VP and C level business management.?

What drives your organization to rethink how and where jobs are done?

Make sure the (internal) customer Success team drives usage, adoption, and maturity of involvement Management programs.?

What are the current demand/supply characteristics of your labor market?

Lead data management and analysis to produce procurement and supply chain key performance indicators.?

Which other factors support employee engagement?

Develop and deliver (internal) client analytics and reporting activities, support (internal) client relationship building, and overall project management of externally focused analytic deliverables.?

How do you best support that enthusiasm and facilitate the drive to do something meaningful?

Be certain that your team is providing program management support for issue identification and management.?

What are the characteristics of the most successful corporations?

Ensure strong project management skills, program management and non technical product management skills.?

What actions have you taken to ensure that critical skill gaps are being addressed?

Aim for process improvement and innovation to achieve new efficiencies particularly with respect to data management.?

How do you enlist clients and staff working together to help develop and lead?

Ensure compliance to all management reporting requirements and monitor work according to organization policies.?

Does it articulate why an individual would want to work for you?

Establish that your group is responsible for the execution and monitoring of the Work Management policies, programs and processes.?

PEOPLE:

Are people costs likely to rise in line with expected revenues?

Make headway so that your design leads internal branding execution by linking to People Strategy and driving connection by employees to your Employee Promise and Value Proposition, in a cost effective, measurable manner.?

Is it clear which jurisdiction will have final approval?

Partner closely with VP People and the Executive Management Committee to support the internal launch of your organization Strategy and Purpose.?

Does learning take place during off hours at workspace?

Make sure the People Growth and involvement Team ensure employees are experiencing work in a way that aligns with your evolving culture across the full employee lifecycle, including what and how you learn as an organization.?

Does your organization set stretch goals?

Be sure your operation is partnering with broader People team on areas as cultural awareness in terms of compensation philosophies, zero base budgeting understanding and actioning, employee value proposition, etc.?

How does understanding the work experiences of your employees provide a picture of your culture?

Provide a (internal) customer centric view of people strategy solutions, including conducting research to provide data driven strategic decisions.?

Is an entire practice bundle dependent on managing many projects or just a subset of practices?

Support broader people team priorities to measure engagement, identify themes, and ensure messaging is resonating across teams.?

What does working here look like to candidates?

Make sure your personnel is contributing to your overall approach and strategy for People Growth and involvement evaluating current trends, innovations and competitor approaches.?

Do you need to take a segmented approach to managing performance and delivering total rewards?

Certify your strategy also committed to doing the right thing for your people and the communities where you work and live.?

Should any concerns be mitigated through plan design changes?

Be an important member of the comms team and a liaison to the people team.?

What are the ways of thinking about structuring an employee value proposition?

Champion people on your team to succeed professionally and personally.