Dive Brief:

• The idea that employee value proposition (EVP) can be created rather than nurtured, starting with a job ad and ending with a hire, is a myth that makes companies invest in costly branding initiatives that don't reflect their true brand, according to a new whitepaper by Alexander Mann Solutions.
• The whitepaper postulated that myths about EVP can increase turnover and deflate staff motivation, Sondra Dryer, Alexander Mann Solutions' global head of Employer Brand & Experience, said in a news release. 
• "While it's certainly a step in the right direction to see more employers investing in the development of a strategic EVP, the challenge is that too many have shifted away from an authentic experience in the quest for their own version of perfection," said Dryer. "The myth that EVPs are 'created' is further exacerbating this issue. The truth is [EVPs] already live and breathe within an organisation and just need to be defined and brought to life through authentic storytelling."

Dive Insight:

Organizations that cultivate reputations for being outstanding places to work have strong employer branding, according to eSkill Corporation Founder and CEO Eric Friedman. In an opinion article he wrote for HR Dive, he said that many companies think attaining a successful brand is beyond their capability and that other companies' successful brands can't be duplicated.

But branding isn't just the responsibility of HR, marketing or communications, he said; instead, it is a company-wide effort. He identified five myths that keep companies from developing healthy strategies for branding, which are:

1. Branding is too pricey
2. Branding is reserved for big companies
3. Branding can't be measured
4. Some companies don't need it
5. Branding is too difficult to achieve 

Friedman concluded by acknowledging that all companies have employer brands — some have unconsciously defined theirs, however. To create a solid brand that helps the company, employers must "[tap] into the wisdom of current employees."

This conscientiousness toward employer branding and workplace culture is what helped Vineet Nayar create a people-first culture at HCL Technologies. Nayar told attendees at the Society for Human Resource Management 2019 Annual Conference that his first step as a leader was being open about the need for change, followed by cultivating "a vision of tomorrow" that would motivate employees to work. He said both steps fed into each other.

Nayar added that HCL employees needed to be aware of what the company wanted to change and why. Without that awareness, he said they wouldn't know how they fit into the company's goal or how much HCL valued them. "... Create a vision of tomorrow which is so compelling that people will jump out of bed and go climb Mount Everest for you every day," said Nayar.