Companies and their employees, existing and potential, may not be compatible in all respects. How can a best match be struck here, especially in terms of employee value proposition (EVP)? Industry veteran Ayaskant Sarangi provides some insights.
The chief human resource officer at Bengaluru-headquartered Wipro Enterprises, Sarangi has more than 24 years of experience in human resources, with the opportunity of working across different verticals of human resources, organisational and talent development.
As a collaborative leader with experience across diverse companies, he brings to the table a huge repertoire of knowledge and expertise in developing strategic organisational culture and talent. He has a proven track record in improving the work culture at organisations and has supported Wipro in successfully navigating the uncertainties of the pandemic.
In an interaction with People Matters, Sarangi talks about the role of an organisation's employee value proposition (EVP), what works best to make the company competitive on the talent attraction front in terms of leadership, and the kind of value a company offers to employees.
Here are excerpts from the interview.
Q What do employees look for in organisations in the post-COVID scenario?
A The approach to retaining talent has undergone a shift.
During the (COVID) crisis, we had to communicate our EVP through our actions, not by words. One aspect of communicating EVP is being able to tell people what our organisation stands for, but what is more important is the process of experiencing it - because once a person experiences it firsthand, they know not just with their heads but with their hearts that ‘yes, this is what the company stands for’.
この記事は People Matters の April 2022 版に掲載されています。
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この記事は People Matters の April 2022 版に掲載されています。
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