Reimagining Team Member Value Proposition: People Managers as Architects of Employee Experience

In the world of human resources, the concept of Employee Value Proposition (EVP) is not new. Defined as the set of offerings and benefits an organisation provides to its employees in exchange for their skills, talents, and contributions, EVP is often positioned as a corporate promise of what employees can expect in terms of compensation, benefits, culture, and career development. The core question EVP answers is: What’s in it for me as an employee?

While organisations often invest time and resources in crafting a strong EVP, many fall short in effectively implementing it, leaving employees disengaged and disconnected from their employer’s value offering. But what about the people managers who sit at the helm of team leadership? Why should the responsibility of creating value stop at the organisational level?

As people managers, we spend the majority of our time collaborating closely with our team members, shaping the experiences that ultimately drive business outcomes. We have a unique opportunity (and responsibility) to create a personalised Team Member Value Proposition (TVP) that speaks to the individual needs and aspirations of those we lead. The question then becomes: 

Why can’t we leverage the concept of EVP to build a tailored TVP within our teams?

Two years ago, during a panel session organised by Human Resources Online, I vividly remember discussing with Steve Lim Laura Ann Yeo Derick Khoo the significance of TVP in people management, how we can better understand our team members’ "love languages" to create more meaningful connections, and why adopting a people-to-people (P2P) mindset can help transform the way we lead and engage our teams. 

Simon Sinek, a renowned leadership expert, beautifully captures this essence of caring for people we lead. Let us hear what he has to say about the true role of leadership:

"Leadership is not about being in charge. It’s about taking care of those in your charge." — Simon Sinek

Simon’s words are a powerful reminder of the role that people managers play in creating a supportive, people-first environment. It is not about top-down control or just setting expectations - it is about nurturing your team and ensuring they feel valued, heard, and supported. A strong EVP even at a micro level takes the time to understand each individual’s needs, providing the right conditions for them to thrive.

The Power of EVP and Why TVP Matters

Before delving into TVP, let us revisit the concept of EVP in further detail. Typically, EVP encompasses a broad set of promises an organisation makes to its employees, covering the following areas:

1. Compensation and Benefits: What employees receive in terms of salary, bonuses, health benefits, retirement plans, etc.

2. Career Development: Opportunities for training, mentorship, promotions, and professional growth.

3. Work-Life Balance: Flexibility, paid time off, and overall respect for personal time.

4. Culture and Environment: How the organisation’s values, mission, and working environment foster employee satisfaction and engagement.

5. Purpose and Recognition: How employees’ contributions are valued and aligned with organisational goals.

A well-defined EVP communicates the tangible and intangible benefits of working at an organisation. However, many companies, despite having an EVP in place, struggle with its consistent delivery. Because it spans the entire company, a one-size-fits-all EVP does not always resonate with individuals, particularly in larger organisations.

That is where TVP comes into play. While EVP is company-wide, TVP is about the specific value people managers can provide to each of their team members, tailored to their individual preferences and needs. A strong TVP builds deeper connections, boosts engagement, and improves retention by aligning leadership actions with the personal motivations and goals of the team.

Creating a Team Member Value Proposition (TVP)

As people managers, we understand that a one-size-fits-all approach to leadership rarely works. Every team member is different, and the value proposition for each person may look slightly different. So, how do we go about building a TVP that resonates with our teams? 

Here are the key steps to get started:

1. Get to Know Your Team Members Beyond Their Work

Building a TVP starts with the foundational step of getting to know your team members on a personal level. While we are busy achieving business goals and hitting KPIs, we sometimes forget that each person has a life outside of work. Understanding what makes each team member tick (not just professionally but personally) can create a significant impact. This includes their:

• Values: What do they care about? What drives them?

• Goals: What do they want to achieve in their career and in life?

• Challenges: What obstacles are they facing, whether in their personal lives or on the job?

• Strengths and weaknesses: What are their unique skills, and where do they need support?

Once you have a solid understanding of who your team members are as people, you can begin to tailor your approach to meet their individual needs.

2. Leverage the Concept of "Love Languages" at Work

We often hear about love languages in the context of personal relationships, but what if we applied this concept to our relationships with team members? Just like in romantic or family relationships, people in a professional setting have different ways in which they prefer to receive and express appreciation, recognition, and support.

Gary Chapman’s Five Love Languages - Words of Affirmation, Acts of Service, Receiving Gifts, Quality Time, and Physical Touch, can be adapted to the workplace in these ways:

Photo credit: Courtesy of cckj.com

• Words of Affirmation: Some team members thrive on verbal recognition and feedback. Regularly acknowledging their efforts and accomplishments, whether in private or in front of others, can have a huge impact on their morale.

  
  

• Acts of Service: These individuals appreciate when their leaders go out of their way to make their work easier. Helping them solve a problem, removing roadblocks or covering some of their work in their absence for them is an act of value.

  
  

• Receiving Gifts: It is not always about material gifts. Sometimes it’s about offering something that adds value to their career, such as a training course, an opportunity to attend a conference, or a personalised gift related to their interests.

  
  

• Quality Time: Some employees value one-on-one time with their manager to discuss ideas, concerns, or professional development. Scheduling regular check-ins shows that you care about their progress and well-being.

  
  

• Physical Touch: In a professional environment, this could translate into appropriate gestures like a handshake, a high-five or fist bump for a job well done, or a celebratory pat on the back for a significant achievement.

By identifying the "love languages" of your team members, you can personalise your approach to recognition, motivation, and support in ways that resonate deeply with each individual.

3. Align TVP with Career Aspirations and Personal Development

Beyond recognition and appreciation, team members are motivated by growth opportunities and the possibility of achieving their personal and professional goals. As a people manager, it is essential to understand each team member's career aspirations and align their work experiences with these goals. This could involve:

• Mentorship: Offering guidance and advice for their career progression.

• Skills Development: Encouraging and supporting them in acquiring new skills or certifications that will benefit them long-term.

• Stretch Assignments: Providing opportunities to work on challenging projects that will help them grow and build confidence.

A TVP should ensure that each team member feels that their personal development is a priority, not just a box to check for the organization.

4. Foster an Environment of Psychological Safety

For your TVP to truly resonate, it must be built on a foundation of trust and psychological safety. Team members need to feel that they can speak up, take risks, and make mistakes without fear of judgment or retribution. As a people manager, this means creating an environment where vulnerability is encouraged, and where mistakes are viewed as learning opportunities rather than failures.

Encouraging open communication, listening actively to concerns, and ensuring that feedback is constructive and supportive are essential practices for fostering psychological safety within your team.

The P2P (People to People) Mindset

Creating a Team Member Value Proposition is not a one-time effort but an ongoing process of building relationships and fostering trust. This approach requires a shift in mindset - from viewing team members as machines and tools for getting work done to seeing them as individuals with their own needs, goals, and challenges.

Adopting a People-to-People (P2P) mindset means recognising that at the heart of every organisation are people - individuals with emotions, ambitions, and motivations. As leaders, our role is not just to direct and manage but to build authentic, human connections that drive mutual success.

I encourage you to adopt a P2P mindset, which means embracing empathy, personalised support, and open communication. It requires leaders to move beyond transactional relationships and build connections based on trust, understanding, and shared purpose. In doing so, we can create a culture where both the organisation and its people thrive.

Conclusion: From EVP to TVP - A Shift in People Management

Creating value for employees is no longer solely the responsibility of HR or the C-suite. As people managers, we have the power to build tailored Team Member Value Propositions that go beyond just compensation and benefits. By taking the time to understand our team members' unique needs, preferences, and aspirations, we can create an environment where every individual feels valued and supported.

Ultimately, the shift from EVP to TVP is about personalising the employee experience at the team level. It is about treating people not as resources but as human beings with their own motivations and stories. The more we invest in building these personal connections and fostering a culture of empathy, the more we will see our teams perform at their best.

So, let us challenge ourselves to be in a People-to-People business, where we lead with empathy, communicate with authenticity, and create value not just for the organisation, but for the individuals who make it all happen. After all, the most successful organisations are those that understand the human side of business.