In recent years, the redesign of the EVP (Employee Value Proposition) has become a strategic focus for organizations undergoing profound cultural change.
More than reviewing benefits or recognition models, it's about aligning purpose , leadership , and team expectations in a context marked by increasing demands for flexibility, participation, and a sense of belonging.
It is within this context that the "Being Novobanco" initiative emerges , presented by Catarina Horta, director of the Human Capital department at Novobanco, who frames the project as a response to a period of "profound cultural and strategic transformation" experienced by the organization.
The official states that, following a diagnosis carried out in 2023 through internal consultation, several opportunities became clear, ranging from "reinforcing recognition" to "investing in talent and leadership development" and "strengthening pride of belonging."
According to the director, the creation of this new employee value proposition represents "a commitment to creating a more human, close-knit, and participatory culture, where each employee feels they are part of something bigger."
Extensive auscultation as a starting point
The initiative's design is based on participatory consultation involving more than 1.400 employees , seeking to capture perceptions, expectations, and priorities.
Catarina Horta states that the internal survey allows for "gathering opinions and expectations about the current EVP and identifying areas for improvement," complemented by " face-to-face sessions, roadshows, dynamic internal campaigns, and continuous feedback mechanisms ," in a process that involves leadership and ensures that measures are aligned with "the real needs of people."
One of the distinctive elements of this process is the integration of artificial intelligence in the analysis of the collected information.
The director emphasizes that the consultation and analysis are "already enhanced by artificial intelligence, using tools with greater capacity to process all the employee information we had," reinforcing the organization's ability to work with large volumes of internal data and extract relevant patterns.
Defining the MVP of the new employee value proposition results from a cross-analysis of internal and external data, prioritizing initiatives "with the greatest potential for immediate impact on the employee experience ."
Catarina Horta explains that this process prioritizes quick wins in areas such as recognition, benefits, and development, combining continuous feedback and a medium-term roadmap to ensure that "the initial measures have a visible impact and generate confidence in the ongoing transformation."
Recognition, benefits and technology
Among the first measures implemented, the new recognition model, the Ser Awards , stands out , which Catarina Horta describes as " a turning point in the way recognition is experienced ".
The model is designed to value, “in a transparent and inclusive way, the individual and collective contributions that best reflect our mission and values.” The participation in the first edition is significant, with “more than 12.000 votes ,” an indicator that, according to the person in charge, constitutes “an unequivocal sign of the teams' involvement and enthusiasm.”
The model is based on identifying stories that illustrate the bank's mission and values, and these can be proposed by any employee. Recognition is thus experienced "in a closer and more transparent way," reinforcing positive behaviors and pride of belonging.
Meanwhile, the review of benefits and career progression policies plays a central role in the new value proposition. Catarina Horta details that this review includes "improving the banking offer for employees," emphasizing that, being a bank, the organization aims to "provide the best range of banking products to our employees."
Alongside this axis, there are emerging "self-paced training platforms, in which each employee can improve their development," as well as "a new, highly competitive model for performance evaluation and variable compensation."
Flexible work policies , particularly hybrid work arrangements and the allocation of additional days off for personal life, are cited as crucial contributions to "a more balanced and inclusive environment." These measures allow for the creation of "a work environment better adapted to individual needs," promoting well-being and personal and professional development.
Artificial intelligence remains a structuring tool throughout the entire project.
The director explains that the organization gathers “a large set of information,” ranging from “comments from pulse questionnaires” to “exit interviews” and “questions from employees at quarterly meetings,” allowing them to identify “the major cultural topics present in Novobanco's culture” and “employees' aspirations for Novobanco to be experienced as an excellent work environment.”
In terms of culture and behavior, Catarina Horta points to visible changes, such as "a more cohesive, humane and participatory culture," greater closeness between leadership and employees, and a reinforced sense of belonging.
The director also notes "a greater openness to innovation , continuous learning and skills development ," emphasizing that the organization likes "data and measuring results" and that "the improvement in engagement is proof that Novo Banco employees feel this change."
The lessons learned from this process are cited as inspiration for other organizations, with Catarina Horta emphasizing "the importance of placing people at the center of transformation" and promoting "a culture of active listening, recognition, and continuous development . "
Employee engagement, transparent communication, and rapid adaptation emerge as critical factors, supported by a "collaborative approach" and technology, in a model reinforced by "sessions dedicated to the EVP" and "bilateral moments" that maintain the focus "on people and what we want to deliver to them."
The strategy for the future involves maintaining an evolving approach to the employee value proposition, using continuous feedback mechanisms, monitoring engagement and active leadership involvement, integrating new trends and promoting continuous learning, in order to ensure that the EVP remains relevant, distinctive and aligned with people's needs and expectations.
Below you'll find everything you need to know about Novo Banco and how to apply!
This article It's part of the Special Employer Branding Conference, promoted by Talent Portugal, which was published in the January issue (no. 181) of Human Resources.
