Employee Value Proposition of Rubicor: An Analysis (HRM10003 Essay)

This essay analyzes the Employee Value Proposition (EVP) of Rubicor, a leading recruitment and HR service provider in Australia, New Zealand, and Asia. It examines Rubicor's EVP, focusing on its rewards, development, inspiration, and opportunity offerings. The analysis assesses the alignment of Rubicor's EVP with its business strategy, highlighting its unique strengths in rewarding high-performing employees and providing extensive development opportunities through partnerships with prominent clients like Google and the Australian Government. The essay compares Rubicor's approach to that of competitors like Manpower Australia, which primarily focus on opportunity. It also discusses the importance of EVP components such as compensation, benefits, career, work environment, and culture, drawing from academic literature. The essay concludes that Rubicor's EVP is unique, relevant, and compelling, serving as a key driver for attracting and retaining talent, thus enhancing its competitiveness in the market. The paper uses academic sources to support the claims.

RUBIRCOR’S EMPLOYEE VALUE
PROPOSITION & OPPORTUNITIES FOR
IMPROVEMENT
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Abbreviation
EVP - Employee Value Proposition
HR – Human Resource
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Introduction
The globalization of individuals has increased difficulties of firms to retain their valuable
employees (Sokro, 2012, p 170). Employees being the most important resource in an
organization, HR managers are packaging more benefits and rewards aimed at greater employee
retention. Employers are focusing on Employee Value Proposition (EVP) to combine benefits
and rewards which are received by the employees in return for the performance they deliver at
the workplace (Frow et al, 2014, p 330). Rubicor in Australia focuses on employee value
proposition by providing opportunities for improvisation of employees. The current scope of this
essay discusses Rubicor’s employee value proposition by discussing the opportunities that the
organization provides. The extent such value proposition’s alignment with its business strategy
and drawing from unique strength is discussed.
Analysis
The Rubicor Group happens to be leading recruitment and human resource service provider in
Australia, New Zealand, and Asia. The company provides HR consulting, management,
workforce recruitment and payroll services (Rubicor, 2019). They have an extensive network of
a specialized team providing personal services in a customized manner. Rubicor has offices
across Australia, New Zealand and Asia that offers employees to work with the world’s leading
employers in their respective region. It is providing EVP to their employees through rewards,
development, inspiration, and opportunity. EVP includes offerings that the organization provides
in exchange of capabilities, skills, and experience, that an employee contributes to the
organization as per Minchington (2005). Manpower Australia is a human resource consulting
firm that delivers recruitment solutions to diversified clients in Australia, they are providing EVP
through extensive development and by providing an opportunity to employees. With increasing
employee diversity and internationalization of employees, attracting and retention of talent has
become harder than ever before, hence EVP has emerged to be highly relevant in organizations.
Mirvis (2012) states that rewards, development, and opportunity can provide best practices to
attract employees. Rubicor draws its unique strength from being able to reward the high
performing supporting and front line staffs. According to DiVanna (2002) states that EVP
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focuses on supporting corporate value proposition and he defined EVP as a portfolio comprising
of experiences and skills, which an organization considers as assets. The company has several
rewards and wellbeing programs, performance-based short term incentives, equity-based long
term incentives, high performer packages and advice and assistance with retirement planning
along with another specialist financial and debt assistance with assistance from external partners.
Rewarding through compensation, retirement benefits, health benefits, and flexible working
enables aligning with the business' key strategy which aims to retain employees. Manpower
Australia and other companies in the market, on the contrary, are focusing solely upon providing
ample opportunity through corporate tie-ups. The best practices in EVP from several academic
kinds of the literature reveals that HR firms, as well as professionals, have a planned strategy for
communication of their EVP along with Employer Branding for attracting future candidates
(Åkesson, Skålén, Edvardsson and Stålhammar, 2016, p 359). Rubicor’s rewarding strategy is in
line with current existing literature that reveals most employers make use of rewards for their
EVP.
Rubicor has an extensive client base; some of its prominent clients are Google, Australian
Government and so on. Rubicor offers its employees tremendous development opportunities by
working with these companies. By building its reputation in consulting and solution providing,
they have strengthened their market position. Hence, its employees get the opportunity for a
future career opportunity, stability, and meritocracy. This is aligned to its business strategy that
focuses not only in attracting talents but also allowing them to grow. The company differentiates
themselves when compared against other recruitment companies for focusing on the solution and
consulting by investing in technology in delivering a solution to clients with convenience. The
company’s business strategy has enabled low rates of employee turnover at the senior and middle
levels. The development strategy allows aligning with its overall business strategy as it focuses
on retaining and providing clients with the best possible talent. As employee development has a
significant cost attached to it, companies in the market such as Morgan Consulting, Manpower
Consulting does not much focus upon it. On the contrary, they have a pool of talent (database)
from which they provide required employees to their clients. Academic literature reveals that
elements of EVP comprise of compensation, benefits, career, work environment and culture.
Amongst the several EVP components employee development that aids to support career is an
integral component (Shuck, Ghosh, Zigarmi and Nimon, 2013, p 25). Career represents an
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opportunity to progress and develop employees in the current generation views development in
high regards. Development is seen with high employee retention at middle and senior levels, as
Rubicor is seen to have relatively lower rates of attrition from the senior levels.
Rubicor aims at inspiring employees with a focus on culture as being their key element. They
recognize weaknesses to implement continuous improvement of employees. They assists
employees grow with them so that they can thrive. They implement camaraderie, coworkers
quality, manager quality, collegial work environment, people management and with senior
leadership reputation. The spirit of culture enables Rubicor in attracting talents and in their
retaining. This is truly aligned with the business strategy of the organization, which aims to
inspire and improve to thrive. This business strategy has enabled the company to add various
services to its portfolio. Inspiration is a part of Rubicor’s culture and it draws from its strength to
project it as a leading company. Culture is an integral component of EVP as most academic
literature indicate. Studies reflect that employee’s leaders, managers and colleagues have a
relevant role in EVP. Having a supportive environment with a collaborative team spirit ensures
the presence of EVP (Sengupta, Bamel and Singh, 2015, p 315). Cultural fit is found to be one of
the key determining factors in EVP hence organization need to adapt this key component.
Rubicor provides a diverse opportunity for its employees with various clients, who are large and
small in nature. Rubicor offers its clients with varied solutions capable of delivering outcomes.
In order to provide diversified opportunities to their employees, they offer business travel, job
interest alignment, innovative work, work-life balance, level of impact and recognition. This is
one of the key driving business strategies that aim to find opportunities for employees.
Opportunity is a part of benefits offered by the organization, it provides employees with several
benefits such as flexibility, time off, holidays, satisfaction with the system, retirement, education,
insurance and so on (Edvardsson, Klaus, Payne and Frow, 2014, p 2). Employees regard these
opportunities highly and consider it as a way in which companies care for them. Hence
opportunities are regarded highly in academic literature, which has the capability in depicting
EVP. Best practices within EVP are those which deliver opportunities for their employees. When
all the components of EVP are present, an organization can attract and retain talent in a better
manner.
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EVP has emerged to be the key driver in attracting employees and a related concept in employer
branding. EVP is thus used as an underlying offer which enables an organization's employer
brand marketing and management activities. Tandehill (2006) states that EVP compels
organizations towards the development of a statement of the total work experience at the
organization being superior to others in the industry. The value proposition identifies the central
reasons people commit themselves towards the organization's goals and focus on the strategies.
Conclusion
Organizations develop EVP for providing a platform for employer branding and experience
management. EVP has emerged as a new magnet that attracts talented candidates. With a set of
associations and offerings, EVP provides organizations with an employee-centered approach
aligned with integrated workforce planning strategies. EVP offered at Rubicor is unique, relevant
and compelling. It acts as a key driver for attracting talent, retaining them and in employee
engagement. This drives the competitiveness for the business in comparison with its competitors.
Thus, Rubicor emerges as an organization that consistently delivers efficient employees for their
clients.
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References
Åkesson, M., Skålén, P., Edvardsson, B. and Stålhammar, A., 2016. Value proposition test-
driving for service innovation: How frontline employees innovate value propositions. Journal of
Service Theory and Practice, 26(3), pp.338-362. doi: 10.1108/JSTP-10-2014-0242
Edvardsson, B., Klaus, P., Payne, A. and Frow, P., 2014. Developing superior value
propositions: a strategic marketing imperative. Journal of Service Management. doi:
10.1108/JOSM-01-2014-0036
Frow, P., McColl-Kennedy, J.R., Hilton, T., Davidson, A., Payne, A. and Brozovic, D., 2014.
Value propositions: A service ecosystems perspective. Marketing Theory, 14(3), pp.327-351.
doi: 10.1177/1470593114534346
Mirvis, P., 2012. Employee engagement and CSR: Transactional, relational, and developmental
approaches. California Management Review, 54(4), pp.93-117. doi: 10.1525/cmr.2012.54.4.93
Rubicor. 2019. Company Profile. Retrieved on 23rd September, 2019, from
<https://www.rubicor.com.au/about/who-are-rubicor>
Sengupta, A., Bamel, U. and Singh, P., 2015. Value proposition framework: implications for
employer branding. Decision, 42(3), pp.307-323. doi: 10.1007/s40622-015-0097-x
Shuck, B., Ghosh, R., Zigarmi, D. and Nimon, K., 2013. The jingle jangle of employee
engagement: Further exploration of the emerging construct and implications for workplace
learning and performance. Human Resource Development Review, 12(1), pp.11-35. doi:
10.1177/1534484312463921
Sokro, E., 2012. Impact of employer branding on employee attraction and retention. European
Journal of Business and Management, 4(18), pp.164-173, viewed from
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