Get laser focused on your unique EVP

Employee expectations have exploded — not just in terms of pay and flexibility, but across every element of the employee experience. People are more informed, more connected, and more vocal about what they value. And they’re constantly comparing what they’re getting with what’s being offered elsewhere.

In many ways, the visibility of benefits has become both a blessing and a burden. Employees see the headlines (like unlimited PTO, fertility coverage, high-profile wellbeing perks) and start benchmarking against the best. But often, what they’re seeing are outliers. They don’t reflect the full story or the true value of what’s actually on offer.

That’s why now, more than ever, organizations need to get laser focused on their Employee Value Proposition (EVP). What do you stand for? What do you want to offer your people? What kind of experience are you building?

You don’t have to be everything to everyone. In fact, trying to do so is not only unsustainable, but also unnecessary. The organizations that are getting this right are choosing where to be exceptional. They’re aligning those choices with their EVP and going big on the things that matter most.

Decide on the one or two areas where you want to be world-class, aligned to your EVP and company values, and then go really big on those to stand out and turn heads.

That clarity creates cut-through. It helps employees understand not just what’s available, but why it matters – and why it’s being prioritized. And it gives HR and Reward teams a sharper focus for decision–making, investment, and storytelling.

Your EVP isn’t just a positioning statement. It’s the thread that runs through every part of the employee experience — from benefits and culture to communication and recognition. When it’s clearly defined, it becomes easier to shape the narrative and bring consistency to everything you do.

It also helps close the perception gap we continue to see in the research, by delivering the clarity, consistency, and relevance that employees are looking for.

Total Reward Statements are a great example of this. They bring the full picture into focus — not just salary, but everything that the organization offers. Paired with compelling communications, TRS make it easier for employees to look beyond just one exciting benefit and consider all the ways their employer is making a difference to their life… They show employees the full value of what their organization provides.

That kind of education will become even more important as new legislation, like the EU Pay Transparency Directive, comes into effect. Organizations will need to explain not just what they offer, but why. It won’t be enough to have a benefits package; you’ll need to show structure, intent, and fairness. And that starts with a well-defined reward philosophy.

If I could give one piece of advice to People leaders right now, it’s this: start with who you are. Define your EVP. Get clear on what you want to be known for. And then make sure every touchpoint — every policy, program, and platform — reflects that.

Finally, get serious about your data. Nearly three-quarters of Reward leaders say they can now measure the impact of benefits on productivity and wellbeing. That’s a game-changer. Because if we want to drive greater investment, we have to speak the language of the business and be able to tell that story to key stakeholders.

Purpose, clarity, relevance, and results — that’s how we can turn expectations into impact.

Read all expert takeaways from the Benifex Forum here.