Why HR should lead EVP development but never go it alone

Posted on Feb 1, 2016

Why HR should lead EVP development but never go it alone 

The first fundamental lesson of effective EVP development is that it pays to involve a wide range of stakeholders. The core development team, or steering group, should include representatives from HR, Talent Management and Resourcing, Marketing and Communications, and where possible, line management. The inclusion of line managers in the core team is qualified because it tends to be less directly related to their core function. Involvement in the process can generally be achieved through less time intensive stakeholder interviews, EVP development workshops, validation meetings and sign-off presentations. Most of the EVP development projects we have been involved in have been led by HR with the support of the corporate brand team, marketing and communications, rather than the other way round. This makes sense from our perspective. While they tend to have less brand management experience, HR ultimately takes accountability for most of the processes that shape the employer brand experience. In a global EVP development project, early regional representation is also a critical factor in both getting to the right proposition and ensuring local management acceptance.

As Viviane De Paula, Santander’s HR lead in Brazil explains: “Co-creation was a key success factor. Our global HR leadership team defined 6 key projects to take HR to the next level at Santander, but rather than assuming all of the new thinking would emerge from the centre, they looked at best practices globally, and chose 3 different centres to lead each one. For the employer brand development project this included Brazil, as we’d already conducted some advanced work in this area. It also included Argentina, where Santander has been recognized as Best Employer for many years, and our employee engagement practices are extremely good. Together, with Santander in Spain, we took the lead on developing the new global EVP, with input at various points from 6 of our other major markets. This ensured a more balanced global perspective throughout and a much higher level of local ownership and commitment to the final result”.

A final thought. It's sometimes faster for HR to go it alone, and when the pressure's on to move fast this can appear to be the most attractive option, but without broad-based involvement I suggest you'll ultimately end up wasting more time than saving it.

If you'd like to learn more about developing an effective EVP take a look at the up and coming 'World Class Employer Branding' course brought to you by employerbrandingacademy.com. If you sign-up within the next 4 weeks I'll also send you a copy of my latest book - 'Employer Brand Management - Practical Lessons from the World's Leading Employers'.


Written by: Richard Mosley 

Richard Mosley is widely recognized as one of the leading world authorities on employer brand development and management. His first book, ‘The Employer Brand’ (Wiley) published in 2005 has become a global best-seller, and the sequel: ‘Employer Brand Management: Practical Lessons from the World’s Leading Employers’, published by Wiley in September 2014, tracks the evolution of the discipline over the last 10 years, highlighting the latest best practices and trends that are likely to shape the future of recruitment, employee engagement and HR / talent management

Richard’s thinking draws on over 25 years’ experience in both brand management and HR consulting, and has led global employer brand development projects for a host of leading companies including Bacardi, BP, Coca-Cola, Ferrero, GSK, HSBC, Lafarge, LEGO, L’Oreal, JTI, Met Life, Nokia-Siemens, PepsiCo, Santander, Unilever and Verizon.

Today Richard serves as Global Vice President of Strategy at Universum and Senior Advisor for the Employer Branding Academy.

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