The Talent You Want Is Not Looking for You
Here is the uncomfortable truth. The people you most want on your team are not scrolling job boards and they are not refreshing your careers page. Research shows that 73 percent of candidates are passive job seekers. They are heads down, performing at a high level, and not thinking about leaving.
If you want them, you must go get them. That requires a clear and compelling Employee Value Proposition (EVP), not a job description. It also requires a moment of honest leadership reflection. When was the last time you personally tried to recruit someone you admired? What did you say? Did your pitch inspire them or expose gaps in your own message?
The Value High Performers Are Actually Buying
High performers make career decisions the same way consumers evaluate premium products. They want clarity, credibility, and real value. They care about the implications of your benefits, not the labels on them. Showing that you deliver on what you promise is what truly draws high performers in. They consistently look for:
- Career growth opportunities that are real and not theoretical
- Recognition that feels earned and visible, guided by predetermined metrics that clarify what excellence looks like.
- Culture that promotes strategic pursuits rather than busyness
- Flexibility that proves you trust employees to manage their work
- Purpose that connects their work to a larger impact
EVP Myths
Most organizations have an EVP. The problem is that many companies rely on messages that feel positive internally but signal something very different to high performers. These myths create gaps between what companies think they are communicating and what candidates actually hear. The truths reveal the unintended messages behind these common statements and why they often work against attracting top talent.
| Value + Belief Misperceptions | Reality |
| “We are like a family” will create a corporate culture of belonging and acceptance. | This sentiment can often signal blurred boundaries, unclear expectations, and weak accountability. |
| “Unlimited PTO” will give employees the freedom to take time when they need it or want it. | The company talks up the perk, although the culture and managers make people feel like they really should not use it. |
| “Fun place to work” gives candidates a sense that we aren’t “all about the work.” | Emphasizing too much on the fun factor often feels surface level and not tied to the real employee experience, organizational mission, and performance metrics. |
| “Our EVP is set and does not need updating.” | This signals that the company is not listening to changing employee needs, market condition shifts, and evolving cultures. |
How to Build a Compelling EVP
EVP work is not an HR exercise. It is an honesty exercise. Research shows 42 percent of voluntary turnover is preventable. People leave when the promise and the experience do not match.
If you want top talent, your EVP must be both true and compelling.
Here is how to build and communicate an EVP that gets attention:
- Ask your employees what truly keeps them here
- Identify what is real, differentiating, and valuable
- Explain the meaning behind your benefits and how they improve the employee experience
- Make your EVP impossible to miss on job postings and social content
- Train recruiters to deliver it like a sales pitch
- Reinforce it during offers and throughout onboarding
The Leadership Challenge
If your EVP would not convince you to join your own company, it will not convince the high performers you want. The good news is that they are always listening, even when they are not actively looking. You control the story they hear.
If you want to turn that story into a real competitive advantage, we built a resource to help you begin.
Download our free EVP Tool to start shaping an employee value proposition that attracts the talent you need.
