Employer branding can't just sit neatly on a careers page and get dusted off once a year for an annual review. A compelling Employer Value Proposition must function as a living entity that is ingrained in the business and drawn from experiences.
It continues to be developed through conversations and interaction.

Many businesses start with a bang, a big fanfare of activity which is well-intentioned, with a set of statements and promises that everyone is instantly bought into and behind.

At this early stage, it is very important to keep that momentum and give the EVP the solid foundation it deserves. To make it really matter, your EVP must spring into life and show how leaders lead, how teams collaborate, and how the business shows up for its people every single day.

Does your EVP hold everything together?

Think of your EVP as the backbone of your employee experience. It connects the dots when you hire, how you onboard, how you communicate, and how you recognise and grow your people. If there is ever a disconnect between what has been promised and what's being delivered, then trust will begin to erode. If a gap starts to creep open, it could start to create doubt and ultimately cynicism. Nothing breaks apart culture faster than cynicism.

The best EVPs function like ecosystems. They shape our emotions, behaviours, and success at work. Every touchpoint from job descriptions to exit interviews should reflect the same truths, always.

How important are the Leadership team?

One of the most overlooked factors in bringing an EVP to life is the role of leadership. There is a tendency to separate employer branding from leadership culture, as if the brand lives in comms and marketing and leadership lives in operations. In reality, your EVP is only as powerful as your leaders' ability to integrate it across all departments.

If there was ever a time when the leaders in the business had a spotlight on them, it is when they have the responsibility of implementing a successful EVP.

Employees aren't just listening to what they say; they're watching what they do.

Leadership must model the values they claim, and that takes work, real work. What does that look like in the real world? It consists of alignment, consistent behaviour, and a culture where employees feel safe calling out real gaps between promise and practice. They should always be approachable and sympathetic to all areas and have a fundamental understanding of what their team needs from them.

Here are five ways to check if your leadership genuinely aligns with your EVP:

Language:
Do leaders use the same phrases and language found in your EVP materials? Not just regurgitating the odd phrase here and there, but living the sentiment in how they speak and act in every area of the business?

Consistency:
Are values like recognition, inclusivity, or wellbeing visible in day-to-day interactions? For example, do they lead meetings in ways that reflect your culture or make you feel comfortable enough to ask if you can leave early for the school pick without feeling guilty?

Decision making:
Are strategic decisions like promotions, policy changes, or restructuring guided by the spirit of the EVP and not just the bottom line?

Visibility:
Do leaders show up unannounced for team moments and informal chats in authentic ways? Are they willing to be human and show a real interest?

Feedback:
Is leadership actively listening to employees and not just nodding their approval? Are they responding in a clear and transparent way?

Employer Value Proposition misalignment?

Misalignment isn't always dramatic or obvious; sometimes it's subtle. A leadership team that says they are champions of "wellbeing" but they book back-to-back calls and meetings that fill up every day. Some companies claim to "celebrate individuality" but run performance reviews like a military operation.

These disconnects don't cause instant actions; they build slowly and quietly in the background. They don't have a direct, effective effect; however, they do start to chip away at trust. This needs to be identified as quickly as possible to alleviate any future problems.

You can fix this with a more proactive view on shared ownership. Your EVP isn't just a project for HR and marketing; it's a shared culture goal across the business for all departments.

Here's how you can start building true alignment:

Embed EVP goals into leadership KPIs:
Just like financial targets, culture targets need full and ongoing accountability.

Train managers in company culture:
Equip them with real-world language and tools so they can bring your EVP to life.

Create visible leadership actions:
This could include open recognition or praise, story sharing in public or community check-ins across the business. Leaders must be seen leading by example in an authentic and natural way.

Culture is not taught

Great culture doesn't spread through the pages of a PDF; it spreads through people. Especially people with great influence. When a leadership team believes in the EVP, models its values, and communicates with consistency, it gives permission for everyone else to follow in their footsteps.

What gets celebrated gets repeated over and over and never becomes a watered-down version; it just gets better and matures like a fine wine. Leadership is one of the most powerful branding tools a company has because employees don't just join a brand; they want to join a team.

A team that is heading somewhere with them being a part of it.

What is your experience in being in a leadership role did you lead by example and help to shape a business wide Employer Value Proposition?