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their people internally have seen the benefit of this approach in the 'war for talent'. Many people increasingly also evaluate their employer based on how well the organisational values, ethics, mission, and objective align with their own personal values. Aspects such as corporate governance, social responsibility, sustainability, or community solidarity come under the spotlight here, and progressive organisations that commit to the above have that edge of desirability as an employer. In bringing these layers of value together, an organisation may shape a single comprehensive strategy around its brand and value proposition, or it may focus on certain aspects that are specific to the industry or organisational traits. Some employers create a formal statement to communicate what they have to offer prospective and current employees. Others are transparent about their focus and the progress they have made in value areas. This month's cover story looks at how organisations are manifesting the value they offer to employees, and how they are adapting to the changing expectations of the workforce. We also consider how that value is presented and communicated to the world beyond the boundaries of the individual organisation, and the impact it has on attracting, and keeping, the most valuable resource in today's world of work – people.
C OVER STORY
here's more to attracting and retaining talent than salary; astute employers have known this since the beginning of the employer-employee relationship. Companies that offer good benefits have always been popular places to work, and teams that are well managed have always done better. And in a day and age when talent has suddenly become scarce and talent mobility is incredibly high, driven by global connectivity and the Internet, this is more the case than ever. The value that people perceive in a job and, ultimately, an employer, comes in several layers. First and foremost, the work they do must align with their short-term personal needs. This most often means compensation and benefits, but in recent years the scale has begun to tip in the direction of a compatible schedule as well – meaning flexibility and all the associated characteristics of an organisational culture that supports flexibility, such as trust and autonomy. Candidates and employees also hope that the organisation will meet their future needs, which for many means career advancement. Learning and training currently take centre stage because of the upskilling rush in the last two years, but career opportunities – from networking, to stretch assignments, to a formal growth track, to internal mobility – are just as critical. Organisations that successfully pivot their talent management strategies to develop
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