EVP Elements Understanding Importance - Case Study Example

TNT Express EVP Name: Institution: Date: EVP Elements Understanding Importance It is imperative that an organization understands the existing employees employee value proposition (EVP) elements. This is because organizational performances are based on the overall employees’ motivation and labor quality. As evidenced by the TNT express case study, as developed by Singh (2010), the global market is growing increasingly competitive and especially with respect to qualified labor force in the market. As such, it is become a global organisations necessity to develop strategies and approaches that enhance the development of such a pool of resources. This argument is clearly evidenced by the TNT Express case study. N the analysis, it is evidenced that prior to the evaluation of the employees EVP elements, the organization had challenge in filling up its vacant positions in Saudi Arabia and Bahrain. As such, it failed to attract the desired industry labor force to execute its overall mandate and organizational objective in the market. However, the evaluation of the EVP elements served as a key organizational HR policies development factor. This allowed for the development of the relevant job descriptions and requirements in the respective markets. Based on the case study analysis, this review argues that it is indeed important for organisations to understand the EVP elements. As such, this review argues that such establishments guide the overall organizational operation and principles in the market. This is especially fundamental and applicable in the attraction of the desired labor force through the creation of relevant job description and organizational operational policies. All the above factors culminate in the development of a qualified workforce as well as the development of relevant of organizational strategic approaches in the global market. Importance of Evaluating Employees EVP Elements Preferences in Companies It is important for organisations to evaluate the respective important EVP elements to organizational employees. This is especially because different employees are implicated differently by the elements and have diverse perceptions and attitudes towards them. In this regard, the employees’ perception on the role and priority of the elements implicate on their motivation. In this regard, in order for an organisation to develop HR policies that stimulate and sustain employees’ motivation, it is paramount that such an organization should set the EVP element right in order of the employees’ priorities. Despite the universality of the elements, employees’ priority and relevant perception varies greatly. This argument can be sustained through an empirical evidence of the TNT Express scenario by Singh (2010). In this case, an evaluation by the organizational HR manager on the various attractive and retention factors to employees across various nations namely Bahrain, Saudi Arabia and Kuwait. In this regard, while the employees in Kuwait rates health benefits as the most attractive factor to their job application, their peers in Bahrain rated the same factor as seventh while those in Saudi Arabia rated the health benefits as an application attraction at number three. The above illustration is a clear indication that different employees have different perceptions and focus priority on the elements. Therefore, based on the above argument, this review concludes that it is important for organizations evaluate the employees’ element perception in the respective markets. Through such an approach, the respective HR functions would successfully develop rational and acceptable HR programs and policies to attract the attractiveness and retention of qualified and competent employees in the organizational workforce. This would increase motivation and reduce the turnover rates and the associated costs. Stakeholders Responsible for Defining EVP A pertinent existing organizational challenge is on the appropriate stakeholders to be involved in the process of defining and deciding on the EVP elements applicable and influencing an organizational employees. In this regard, the choice of the stakeholders implicates on the accuracy, bias and comprehensiveness of developed definitions in an organisation. A practical case study of evaluating the relevant and various stakeholders that can support an organization evaluate the prioritized employee EVP elements can be drawn from the TNT Express case study. In this regard, the process of evaluating the elements was initiated by the regional executive manager who called on the HR manager to develop and initiate a lasting solution to the organizational challenge of attracting a relevant workforce. Sequentially, the HR manager developed the relevant studies to evaluate employees’ elements priority and perception. Further, experts in employee management as well as the employees’ representative samples were all involved in the studies under the different stream 2 and 1 respectively. Based on the above case scenario, this evaluation study profiles a series of internal stakeholders responsible for the development and evaluation of organizational EVP definitions. One of the stakeholders is the executive management that should offer strategic guidance and directives to the authorization of the development of such EVP programs and systems in an organisation. Sequentially the HR function is identified as responsible for developing guidelines of such policies execution an organisation through their human management professional qualifications they possess. Finally, the evaluation argues that the employees themselves should be included as a crucial component stakeholder in the defining the EVP. Their inclusion ensures that the developed EVP programs are befitting and subsequently receive the desired employees support upon execution. Additional Elements Other Than the Current Listed 38 The EVP current program execution is based on a model of 38 key elements believed to be at the fore front of attracting and enhancing the retention of qualified, experienced and expert employees and workforce in organisations. In this regard, the 38 attributes are classified under five broad categories namely the rewards, the opportunity, the organisation, the work and the people respectively. As such, under each of the broad categories relevant attraction and retention factors are enumerated. However, as Moorer (2014) noted, the human beings are dynamic in nature. This implies that their desires, attraction and needs change and evolve overtime. A clear justification of this argument is the adoption and development of the Abraham Maslow’s hierarchy of needs. Under the analysis, needs were classified under the physical, safety, social, self esteem and self actualization levels. The authors argued that individuals’ needs arose up the chain overtime and upon satisfaction of one level. Moreover, this analysis argues that with the dynamic social structures, increased technology development and globalization, the priority and EVP elements are bound to change into the future through the development of additional elements or the replacement of the existing ones on the list. For instance, a majority of the global nations are developing retirement schemes and regulations for their citizens. Therefore, with the advent and development of proper national retirement programs and schemes, organizational retirement packages would be harmonized and thus such a package would no longer serve as an attraction or retention element into the future. However, technology application and flexibility will most likely emerge as anew EVP element among others into the future. Reasons why Workforce in Different Counties Preference on EVP Preferences Vary A review of the TNT Express Company EVP analysis evidences that the different HR workforce in the evaluated three counties Kuwait, Saudi Arabia and Bahrain all have differing perceptions and priorities on the EVP elements applicable to their attraction and retention in the organizational workforce. This is clearly evidenced by the summary article table 4 that lists the various elements against each other, demonstrating the differences not only under stream one that is of the typical employees’ response, but also stream two that represents the Human managers’ response in the respective nation. This concept can be analyzed and explained through an explanation as developed by Kong and Jogaratnam (2007). In this regard, the authors developed a study hypothesis that employees from different nations exhibited differing traits and motivational aspects. In the study findings, the study supported the hypothesis. In this regard, it highlighted society and national cultures as key among the influencing factors. A national culture is described as a set of principles and operational standards that guide the operations and execution of duties of people and systems within a sovereign nation. In this regard, the development of a national culture is a combined impact of the society culture and beliefs, the existing political systems as well as labor force skills and knowledge. Therefore, based on the interrelationship between these factors, different nations develop unique national cultures in the market. This evaluation argues that the development of the unique national cultures and the existence of different society culture in such nations form the fundamental EVP elements preference variance basis. Employee Demographics Influence on their EVP Elements Preferences EVP elements as already discussed in this case study, although aggregated to a total of 38 elements under the five different categories; apply differently to differing employee quotas. In this regard, it is expected that employee demographics would implicate on the perception and priority on the EVP elements. These demographic issues include age, gender and experience. On one hand, the age demography has an implication on the employee application and retention elements. For instance, for a young employee, the main focus and attraction would be the opportunities to grow and develop their careers upon working in the selected organisations. Therefore, for such employees, career development and management support would rank as a priority. On the contrary, for the senior age employees, the aspects of retirement benefits and health benefits would be the basis of their attraction and retention. In this case, the employees are nearing their retirement and thus need organisations with proper retirement packages to guarantee their wellbeing upon retirement. On the other hand, the employees level of experience and skills influence their EVP elements priority. On one hand, if the employees are non experienced and have basic skills, organisations with training programs and employees support systems would form the most attractive basis. On the contrary, the experienced and skilled employees would be attracted to organizational ventures with opportunities for promotion, challenging tasks as well as recognition of their experience and skills in the long run. Therefore, with respect to the offered above examples, it is apparent that respective employees’ demographics have a direct implication on their EVP elements preference and perception priority. Therefore, this evaluation concludes that in order for organizational HR functions to develop appropriate and ideal EVP programs and structures, it is imperative to incorporate their employees’ demographics variances. Companies EVP Plan of Action Once an organisation understands the various employees’ preferences on EVP elements it is imperative that the HR function develops the appropriate strategies. The action plan scenario can be cited in the case of TNT Express Company. In the analysis, the HR manager, upon establishing the various nations’ employees’ preferences, developed a pilot project. In this regard, the pilot project was aimed at evaluating the various approaches through which the preferences could be executed. This is because; the implementation of such projects should be in line with the organizational strategic objectives as well as meeting the cost benefit analysis threshold. This decision is informed by the fact that although some employee preferences could increase their overall motivation, the execution of such preferences would deviate from the respective organizational objectives or even run under excess costs against minimal overall long term benefits. Therefore, based on the above arguments, this evaluation suggests that upon the development and evaluation of an organizational employees EVP elements preference, organisations should involve the management in evaluating the synergy between the developed preferences and the organizational strategic objectives. Through such an approach, the relevant preferences aligning with the organizational preferences would be identified. Moreover, such management should evaluate on the rationality and merits of the various preferences application as key elements in the organizational EVP programs. This would include the development of a cost benefit analysis on each of the elements application, with only the elements with a net benefit value up for consideration. Finally, once the relevant preferences are identified in order of their priority to the employees, the organisations should roll out pilot projects to evaluate on the overall application merits as well as challenges for resolution prior to the actual programs development. Such an approach would substantially reduce on the overall EVP programs failure in organizations in the long run period. EVP Overtime Maturity and Evolution An EVP program is one crated on a continuous development basis. In this regard, as evidenced by the TNT Express case study, the employees’ priorities on the EVP elements vary. Therefore, this requires the development of an increasingly flexible and dynamic system to allow it accommodate the differing employee priorities. Moreover, as already argued in this case study analysis, employee needs are dynamic and bound to change into the future with changing market conditions and topographies. Therefore, based on this analysis it is apparent that EVP programs can evolve and mature overtime. Dynamic employee needs and the changing levels in the Maslow’s hierarchy of needs imply that the t the various employees needs change overtime. Moreover, increased technology development and globalization is having a great impact on the existing national cultures through increased cultural integration. As such, cultural integration has proposed and expected future effects of reducing the implications of national cultures into the future. Therefore, this will in the long run period reduce the current existing variances in elements preferences. In addition, as organizations progress and execute their mission statements, there is the gradual but eventual development of organizational cultures. Through the development of such cultures, organizational employees’ needs and perceptions as well as motivations are aligned despite of their overall demographic and geographic differences. Thus, this evaluation concludes that through increased organizational culture development and global culture integration EVP programs for both the TNT Express Company and other global organisations will develop evolve and mature overtime with increase uniformity and preferences among the organizational employees than in the present. Personal Company EVP Employee Elements Evaluation As evidenced in the TNT Express case study, different employees have differing needs and preferences on the various 38 elements of EVP programs. Based on this analysis a personal evaluation of my organisation reveals that under the rewards category, the employees are largely motivated and attracted as well as retained by the compensation aspect. This includes the wage rate and piece rate compensation systems applied by the organization. On one hand, the wage rate system ensures the employees are attracted to a constant and stable financial reward irrespective of workflows while the piece rate ensures that the employees are motivate to work hard in the organisation with an expectation of earning more financial rewards for every piece of extra task unit executed. With respect to the work category, the organizational employees are majorly attracted to the job interests’ alignment. In this regard, most of the employees are seeking and motivated to retain jobs whose mandate and responsibilities align with their personal interests. As such, the jobs include those that challenge and motivate the employees to develop and advance their careers. In this regard, such alignment offers an increased job application and retention relevance to the organizational human resource. Further, a people category evaluation reveals that a majority of the employees’ application and job retention in the organisation is influenced by the coworker’s quality. This is evidenced by the role and emphasis placed on the use of teams both functional and cross functional in the development of appropriate organizational decisions as well as strategies development. References Kong, M., & Jogaratnam, G. (2007). The influence of culture on perceptions of service employee behavior. Managing Service Quality, 17(3), 275-297 Moorer, C. (2014). The TEACH method: An interactive approach for teaching the needs-based theories of motivation. Journal of College Teaching & Learning 11(1), 9. Singh, A., (2010). Implementing an All Employee Value Proposition in the GCC: A Case Study on TNT Express, Dubai: TNT Institute of Management Technology. Read More