We all trust ‘big data' these days, correct? Let’s have a look at some of the data from Edelman’s 2014 Trust Barometer Survey. Examination of reliable big data (and Edelman’s data set is both broad and deep, rigorously researched and meticulously reported), is the best way to ascertain trends and take the pulse of the current environment. In this case, the data communicates how much the public, or general populace trust the institutions they deal and do business with on a day to day basis in life. The data driven headlines from Edelman’s report are set out below.

Times they are a changing! In fact, the only thing you can really be sure of, is change itself. If doing business, and doing it well in the Human Era is predicated on building trust and trusted connections, how do we go about doing exactly that in a ‘Human Era’ context?

The Merriam Webster Dictionary defines ‘Trust’ in the following way: ‘A belief that someone or something is reliable, good, honest, effective, etc.’

To ensure that your EVP generates maximum benefit and return on investment, it needs to be built around the real attributes that your company can offer employees in the context of attracting, engaging and retaining the talent you want. It also needs to be consistent with the strategic objectives of your organisation and clearly demonstrate its uniqueness.

An effective Employee Value Proposition (EVP) will enable your organisation to stand out amongst the crowd as something different, something special, as an organisation that cares deeply about its employees. It ensures that your organisation’s processes and procedures are aligned in such a way that employees walk their talk and that everyone’s experience of your organisation (employees, customers, suppliers) matches what you say your organisation is about.

All this talk about values got me thinking : I wonder how many of us, HR Professionals in particular, actually really know what our own personal values are. Why do we do what we do, and what gets us out of bed in the mornings?

I’m sure most of us think we know what they are. However, if you look at the statistics, 30% of people often cite family as one of their most important values, yet a surprising number of these people also often spend a lot of time travelling for business meetings.

Part 1 of this Blog introduced a concept that is not especially new in HR circles, however, the uptake of aligning personal and organisational values, as a benchmark process in recruitment strategies, has not yet reached a critical mass.

Want to know how to work smarter, not harder and transform yourself into an HR Superstar? This Blog explores the simple, yet extraordinarily effective way to get straight 'A's in the following key areas:

• Hire the right person for the right job every time

• Guarantee employee satisfaction.

• Increase productivity.

• Improve employee retention.

• Create a workforce that loves coming to work.

• Get recognised for adding value.

• Contribute to the bottom line.

In Part one of this Blog, we explored some of the characteristics of Human Era brands as outlined in the report by Hill Holiday and Lippincott. Now let’s dive a little deeper and start thinking about how the role of Human Resources will need to evolve in order to contribute to company, brand and people development in the Human Era. 

According to the report, brands that lead in creating and aligning ‘experience’ with ‘story’ produce measurable growth of 4% above and beyond their counterparts in delivering shareholder value. These companies enable employees to become living, breathing examples of the company’s values through providing customers with an experience that actually matches the words on paper. The overall effect - alignment with values creates value!