On Wednesday 9th July, we hosted our latest TALiNT Partners Virtual Forum, where we gathered senior HR and talent leaders to explore how employer branding and employee value propositions (EVP) are evolving to stay relevant in an increasingly complex talent landscape.

Here are some key takeaways:

• EVP as a Cultural Driver, Not Just a Hiring Tool – While EVP has often sat within Talent Acquisition, there is now a marked shift toward positioning it as a broader cultural and strategic tool. Delegates shared how their organisations are using EVP not only to attract talent, but also to foster belonging, improve retention, and strengthen engagement. There seems to me more coordination with the organisations’ wider brand and comms function, and in some cases a more formal reporting line into it.
• From Recruitment to Retention – There was strong consensus that EVP must now support the full employee lifecycle. Leaders from retail, automotive, and professional services sectors described how they’re focusing on areas such as internal mobility, long-term growth, and skills development. They agreed that EVP needs to communicate ongoing opportunity – especially for skills and career development not just supporting attraction to lead to a job offer.
• Brand vs. EVP: Aligning the Narrative – Many organisations are working to align their corporate brand and employer brand narratives. While challenges remain in creating a consistent voice across internal and external channels, aligning communications functions and involving multiple stakeholders is helping to create more credible, unified storytelling.
• Authenticity Is Everything – Delegates emphasised that today’s workforce expects honesty. A strong EVP isn’t about painting a perfect picture, it’s about reflecting the true employee experience. Several attendees noted that sharing strengths and challenges both internally and externally has helped to build trust and boost retention.
• Making the Business Case for EVP – Building support from the wider business was another common thread. Attendees shared strategies for securing leadership buy-in, from linking EVP to workforce productivity and engagement, to demonstrating its influence on customer experience and employer reputation. In particular, framing EVP to the C-suite and wider business as helping to support improved productivity and efficiency and/or mitigating risk is fundamental.
• EVP in Times of Transformation – Industries undergoing rapid change such as technology, energy, and financial services, spoke to the importance of EVP in enabling transformation. As AI and automation reshape roles, EVP can help organisations support internal reskilling and signal a forward-thinking culture.
• The Rise of Employee Advocacy – With tighter budgets and growing scepticism toward branded messaging, many are investing more in employee-generated content. Stories shared by employees are proving more relatable and credible, helping organisations amplify their EVP across multiple platforms.

Final Thoughts:

• The conversation made it clear that EVP is no longer a recruitment tool – it’s a strategic asset. For organisations navigating change, talent shortages, or cultural evolution, a well-crafted EVP offers clarity, connection, and competitive advantage.
• Thank you to Robert Peansell from TMPW for leading the discussion and all those who joined the conversation and shared their insights. We look forward to continuing these discussions throughout our Employer Programme.