Evidence Tool
Employee Value Proposition
Measure what makes your organisation a place where people want to stay, contribute, and grow. The Employee Value Proposition assessment combines validated factors, employee perception, and priority analysis to guide retention, employer branding, and workforce development.
Why it matters
Talent attraction and retention depend on the relationship people experience every day.
In a tight talent market, organisations invest heavily in employer branding and retention initiatives. The real challenge is to understand what employees value, how satisfied they are with those elements, and where action will improve the employment relationship.
The core idea
An Employee Value Proposition is a tacit contract between employer and employee. It works when the interests of both parties are considered: people find meaning, support, and growth, while the organisation strengthens loyalty, engagement, quality, and value creation.
What it measures
Importance, satisfaction, and the gap that tells you where to act.
The assessment measures how much importance employees give to each EVP factor and how satisfied they are with the current reality. Multivariate analysis and descriptive statistics make priorities visible without reducing the topic to a generic engagement score.
Factor importance
Understand which elements employees see as essential in the value proposition offered by the organisation.
Current satisfaction
Measure how employees experience each factor today, including averages, distribution, and differences across populations.
Weighted priorities
Identify where dissatisfaction matters most because the factor is also important to employees.
Employer brand alignment
Clarify which strengths can credibly support the employer brand and which messages need calibration.
Retention risk signals
Connect employee perception with indicators such as loyalty, dissatisfaction, absenteeism, and turnover risk.
Actionable segmentation
Compare groups, roles, units, or geographies so action plans can be adapted to the populations that matter.
Eight factors
A validated model of what employees receive and what they value.
The EVP assessment is built around factors that combine extrinsic and intrinsic motivation. Together, they describe the practical, relational, and purpose-driven elements of the employment experience.
Career
Opportunities for learning, development, progression, and personal growth.
Working environment
The physical environment, work conditions, and adequacy of tools.
Benefits
Support for mental and physical well-being through tangible employee benefits.
Support from colleagues
Interest, friendliness, encouragement, cooperation, and peer support.
Salary
Competitive compensation, recognition, and promotion expectations.
Support from managers
Attention to employee opinions, team well-being, and managerial support.
Job latitude
Freedom, independence, and influence on how employees perform their work.
Purpose
Connection to sustainable business development and shared value for stakeholders.
Priority map
Not every low score deserves the same attention.
The EVP map combines importance and satisfaction to distinguish between strengths to promote, issues to solve, elements to calibrate with company values, and factors that may not deserve immediate investment.
Two intervention paths
Some actions improve satisfaction on factors that employees already consider important. Others calibrate the value proposition and employer brand by increasing the relevance of factors that reflect the organisation’s intended identity.
Promote strengths
High importance and high satisfaction: credible elements to use in employer branding and retention communication.
Act on priorities
High importance and low satisfaction: the areas where targeted action can create the strongest employee impact.
Calibrate the EVP
Low importance but strategically relevant: elements that may need better meaning, communication, or lived experience.
Monitor secondary factors
Lower importance and lower satisfaction: issues to watch without letting them absorb disproportionate effort.
How it works
A practical assessment process from survey design to action planning.
The EVP assessment can be used as a one-off diagnostic or as an annual measurement cycle. It combines survey deployment, data analysis, stakeholder sharing, and support for implementing measures.
01
Design the assessment
Clarify the symptoms, objectives, populations, language needs, and any customisation required for the organisation’s context.
02
Invite employees online
Employees receive a personalised invitation to complete the survey. Participation can be monitored while responses remain anonymous.
03
Measure EVP perception
The online survey collects employee perception across 25 meaningful items connected to the eight EVP factors.
04
Analyse and share results
Results are explored through the platform, then discussed with stakeholders to identify the measures that deserve attention.
05
Implement and iterate
AccelerationLab can support the organisation through a PDCA cycle: define measures, implement them, learn from feedback, and reassess over time.
Outputs
A clear evidence base for HR, leadership, and employer brand decisions.
The assessment produces practical outputs that help organisations connect employee experience with talent retention, employer branding, and operational performance.
EVP factor scores
Importance and satisfaction measures across career, environment, benefits, support, salary, latitude, and purpose.
Priority matrix
A visual map showing which elements to enhance, promote, calibrate, or monitor.
Distribution analysis
Averages and dispersion that show whether perception is shared or uneven across the workforce.
Segment comparisons
Views by unit, role, location, population, or other meaningful groups for targeted action.
Employer brand evidence
Elements that can credibly support the desired image because employees already experience them positively.
Action plan priorities
Recommendations that connect survey insight with concrete retention and EVP development initiatives.
Validation
A model designed for practical use and supported by research.
The EVP model was validated through a case study with a Swiss banking institution involving 514 respondents. The validation paper was published in the Journal Problems and Perspectives in Management in January 2024.
Why this matters
The assessment is not just a list of attractive workplace themes. Factorial analysis confirms the model structure, while the questionnaire and hypotheses were tested before being translated into a practical organisational tool.
Measure and develop
The goal is not to describe the EVP. It is to govern and improve it.
The EVP assessment helps HR and leadership teams move from intuition to a structured improvement cycle: measure what employees value, understand satisfaction gaps, define priority measures, implement them, and verify progress in the next cycle.
Useful when you need to
- Strengthen retention with evidence instead of assumptions.
- Align employer branding with what employees actually experience.
- Prioritise EVP investments according to employee importance and satisfaction.
- Support HR and leadership teams with a repeatable improvement process.
Service options
A flexible assessment for organisation-wide use.
The EVP assessment can cover the whole organisation and can be deployed in multiple languages. Professional debriefing is included, with consulting and coaching support available when the organisation wants to move from diagnosis to implementation.
Organisation-wide diagnostic
Online assessment for all employees, with reminders and structured reporting support.
One-off or annual cycle
Use the tool for a focused snapshot or as a recurring measurement of EVP progress.
Multilingual deployment
Available in English, French, Italian, and German for cross-border organisations.
Start a conversation
Build an EVP that employees recognise and the market can believe.
We can help you assess your Employee Value Proposition, identify the factors that matter most, and turn results into retention, employer branding, and workforce development actions.