The Government’s ‘Eat out to help out’ scheme resulted in the public consuming no less than 100m meals out and about in August. OpenTable estimated that the scheme was responsible for a 53% increase in our dining out. Jes Staley, Barclays’ CEO, suggested, amongst other things, that one in five of those who took advantage of Rishi Sunak’s scheme were intent on returning to a restaurant they would not have visited in normal circumstances. Whatever normal circumstances might be. 

For the beleaguered hospitality business, this was a major fillip. And having been out to a restaurant very recently for the first time since March, I’d suggest it was an equally positive experience for those consumers taking up ‘Eat out to help out’. 

There have, however, been other less than successful examples of Government initiatives combining a message with practical assistance during lockdown. 

In May, following the ‘Stay home. Protect the NHS. Save lives,’ message, the Government took it upon themselves to adapt this phrasing. The new advice to the British public now read ‘Stay alert. Control the virus. Save lives’. Understandably, many observers queried, and in some cases, pilloried, the use of the word alert. It felt vague, ambiguous and open to interpretation.

Worse was to come. The much vaunted, indeed world-beating, Track and Trace system has attracted even more criticism. Its message rather let down by the inability of many people to actually locate a functioning test centre, just as the virus raises it head once again. 

The union of message and practical action sadly divorced. 

There are learnings here for an organisation’s Employee Value Proposition. 

Perhaps not entirely surprisingly, I remain an enthusiastic proponent of the EVP. In my view, there has never been a more important time to articulate an organisation’s ‘why’. Internally, employees are looking for direction, purpose and a sense of togetherness. The recruitment market, whilst clearly impacted by Covid-19, is far from closed. However, individuals potentially moving from one organisation to another want a sense of reassurance and confidence, as well as a clear reason to make such a move at a moment characterised by doubt, caution and uncertainty. 

“At a time of such uncertainty, employers need to be the stability in people’s lives. Clear communication, and a tailored approach empowering employees to make the right decision for their circumstances. Showing support for everyone in a people-centric approach, not just a broad-brush approach focused on business needs”, Mark Williams, Talent Partner, Arden University.

But as I touched on in my previous blog, an EVP has to work much harder right now for its message to be heard. The challenges presented by the lockdown have acted as a form of face mask obscuring what an organisation offers its people. Key elements of the EVP are now covered up – collaboration, role modelling, collegiality, culture, for example. 

So, an EVP has to shout more loudly to set it apart, to have a post-lockdown relevance, and to land with the audiences that matter.

But, increasingly, an EVP has to be demonstrated in the doing as much as the telling. This is a key point and one uncovered by the always insightful Julie Griggs of Greenhill Talent and HR. 

“Demonstrable acts perhaps only become meaningful in consultation with employees.  Such practical steps are only practical if they relate to something colleagues actually want and attribute value to. Speaking to employees about what they want and need also fulfils the dual purpose of engaging and reinforcing the sense that they have a voice, now more than ever”, Julie Griggs, Greenhill HR and Talent.

Today’s EVP has to work that much harder. People have, arguably, never needed their employers quite to the extent they do today – for their support, their focus and the contact they represent with the outside world. 

“The challenge many organisations face is how and how often to communicate with those working from home or furloughing. Some employers will feel they can only communicate when there is something concrete to deliver.  I feel this lacks empathy and understanding. Even if you cannot commit to a concrete message because the world is uncertain, just checking in on your people and showing you care is important. Silence is alienating.

I’m lucky to be working for an organisation which plans to bring every furloughed employee back – that’s some commitment. I am so proud of them for holding their nerve, for not being too quick to lose cost and for sitting this out and protecting jobs”, Adele Swift, National Recruitment Manager, Handepay. 

And despite many people’s distance from workplace-based posters, branded stress balls and lanyards, emerging EVPs require articulation. But this is an articulation that has to deliver more in the way of cut-through. And an articulation that has to be achieved through actions as much as words. 

“I think this is where constant, authentic video content is necessary. An honest approach highlighting the good and bad of lockdown, builds the trust around your messaging and building something which is relatable. We all know lockdown/Covid has been a bumpy road, so any employer pretending otherwise is immediately going to lose the trust of the audience”, Mark Williams.

This is about practical steps and demonstrable acts.

Lockdown and the shadow of Covid-19 have now been with us for more than six months. And rising positive tests and hospital admissions mean this is unlikely to go away anytime soon. 

Here are some thoughts around how employers might make such a practical and demonstrable difference:

• What can an organisation do to deliver effective, empathetic mental health provision. The privations and pressures of lockdown will have created mental, physical and financial scarring. How practically can employers help with this?
• How can this extend, too, to work-based well-being and even nutrition?

“I think this starts with seeking constant feedback and developing an open and honest culture where people aren’t vilified for raising concerns, but are actively encouraged to open the eyes of senior leaders to the thoughts and daily struggles their people are facing”, Mark Williams.

• Whether this lies in the short or more medium term, how can employers tangibly facilitate a return to the workplace? What sort of practical changes are they making to ensure workplaces are as Covid-19 safe and hygienic as possible?
• Is an employer providing temperature checks or Covid-19 tests in the workplace?
• What sort of technological enhancements are employers making to the provision of home-based working?
• Is an employer actively creating physical or virtual networks for those amongst its workforce who have been most effected?
• What changes has an employer made to its communications protocol? How regularly is it outlining next steps? And how is it listening to its people? Is it taking their views on board? Is it actively involving them in a return or is such a return simply passively happening to its people?
• According to recruitment firm Robert Half, some 29% of UK employers are re-designing roles in the face of the challenges and changes wrought by the virus. What sort of training is an employer delivering in order to facilitate such re-design and re-orientation? 
• If an employer is exiting people from the business, is it working with other organisations, particularly locally, to help those being made redundant find new jobs?

“This is another important point, not all employers will have the option to keep staff on, but how they handle redundancies can impact EVP and employer brand. If they are shown to be doing everything they can to assist those being made redundant, they will come out the other side in a lot better shape than if they appear to be cutting and running”, Mark Williams.

• How is it re-adapting its sickness policies? Employees are likely to be self-isolating or having to take time off to look after children or other dependents, often at short notice. How will an employer respond to this?
• With personal finances being stretched significantly, how will an employer respond to employees with genuine financial constraints?
• What demonstrable steps is an organisation making by way of acknowledging what has happened to so many of its workforce? Is it creating a space on its intranet for people to share stories, share advice, share experiences? Even simply acknowledging the anguish and anxiety of its employee base?
• How visible have leadership become during this period? Are they role modelling great behaviours? Are they showing humility and empathy? Are they getting out in front of the situation? Are they in touch with employee sentiment and mindset? Are they articulating their own personal lockdown stories? Are they helping to construct the employer anchor that many people, often isolating in difficult situations, are reaching for?
• Is an employer tangibly committing to not reducing salaries or benefits provision? 

I’m confident that many organisations will be delivering such practical steps and demonstrable acts – and this is far from an exhaustive list. 

“I think, whilst financial support is clearly an issue for many, emotional support is probably more important right now. If an employer is open with employees about its struggles, honest about its options, and clear around any financial impact, this will be much better received. I think AirBnB did this particularly well – clearly explaining circumstances, and being very open with how they came to their decisions. (https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/)”, Mark Williams.

People will want and need more from their employer than perhaps ever before. More sense of purpose, more direction, more hope, more communication, undoubtedly. But, at the same time, more substance and more presence. 

Re-evaluating a people message or EVP for the times we’re living in is a must. By not doing so, there’s a tacit suggestion that Covid-19 is of little importance and little impact. 

But any newly crafted value proposition has to be landed with tangible deliverables which feel consistent with such post-virus messaging. Any such messaging, touching on, for example, support, nurture, care or collegiality, that is not accompanied with relevant actions runs the risk of feeling hollow and disingenuous. 

Employee needs have increased appreciably over the last six months. To engage, enthuse and reassure, today’s value propositions have to be delivered both via messaging hand in hand with practical steps and demonstrable acts.

Source: https://employerbrandingadvantage.wordpress.com