Do you remember the pivotal scene in Star Wars where Luke Skywalker is the final pilot to have a clear shot on the target to destroy the Death Star?
As his thumb hovers over the firing button, Luke has two different kinds of motivation to hit that tiny target.
His external motivation is to destroy the Death Star and, in turn, save the galaxy from the perils of the Empire. At precisely the same moment, his internal motivation is to prove to himself that he has what it takes to become a Jedi like his father before him.
Most of us aren’t in a position to save the entire galaxy, but like Luke, we are driven by both external and internal motivations.
Most employers leverage external motivations to attract job candidates. They communicate their company’s purpose, and they tout the many benefits and opportunities an employee can expect to encounter at the company. Those external motivations are of course important, but to most effectively capture candidates’ attention, companies must also learn to leverage internal motivations.
That starts with answering the one all-important question on every candidate’s mind: “Do I have what it takes?”
What Does It Take to Succeed at Your Company?
As candidates weigh whether to pursue their next career move with your organization, of course they want to know that there are enough opportunities to progress and that they will be able to do great work with a team they enjoy — that’s a given. But like Luke, they also want to prove to themselves that they have what it takes to succeed. Are they good enough? Can they thrive in your environment?
How can candidates start to imagine whether they have what it takes to succeed if you don’t first show them what it takes to succeed?
If you want to define an authentic employee experience, you need to seek out the adversity within your organization. Specifically, when people are deciding whether to stay or join an organization, there are three main buckets of adversity they’re looking to satisfy: purpose, impact, and belonging.
As a candidate considers your job opportunity, they’re wondering:
- How will I be able to fulfill my personal purpose at this organization?
- How will I be able to create impact at this organization?
- How will I be able to feel like I belong at this organization?
To answer each of these closely clustered questions, a candidate must first gauge how hard it will be to achieve each of these things at your company. Sometimes, a candidate is assessing whether the wall’s too high to scale — but other times, they’re wondering whether the wall is sufficiently high to make their climb meaningful. In both cases, the candidate wants to understand the size of the struggle.
What’s Missing from Most EVPs Today
Almost all the employee value propositions (EVPs) in use today are missing a vital piece of information. The typical EVP is a one-way broadcast of a company’s strengths. What it lacks is any transparency around the harsh realities employees must be prepared to face and overcome on any given day at your organization.
Without understanding the adversity before them and the size of the challenges they will face, candidates are unable to determine whether they have what it takes to succeed at your company. This leads to higher application volumes, driven largely by an abundance of unqualified candidates who will either self-select out of your recruitment process after learning more or, worse, join the organization and leave right away due to a cultural mismatch.
The solution to this problem is to craft a meaningful EVP that offers a mutual value exchange. There’s a simple approach to doing this that we call the “give and get.”
In a “give and get” EVP, you clearly link the “give” (what an employee must be prepared to provide, commit, or sacrifice) with what they “get” (what an employee can expect in return for their give).
Maybe your company requires the ability to manage tight timelines and high expectations. Perhaps employees need to be able to communicate concisely and frequently. Maybe there are crunch times during the year when employees will need to put in long hours without burning out. These are all examples of a give — and rest assured, every organization has a give.
Once you have identified the give, it’s time to identify the get — that is, the reason why employees are willing to make a give in the first place. Why do your employees put up with the less sunny side of your culture? There is always something motivating people to endure, and that’s what you want to capture. Maybe employees receive professional development opportunities faster than anywhere they’ve worked before, or perhaps a strong sense of camaraderie and teamwork fuels a deep sense of belonging.
Let’s look at a few examples of gives and gets to give you a better idea of the relationship between the two: Continue reading here…
Original: Recruiter.com – Daily Articles and News