Revamping the EVP: What Employees Value in the Age of AI
The World Economic Forum projects that GenAI will impact up to 40% of global working hours over the next five years.
While AI dominates strategy decks globally and 80% of businesses expect to achieve unprecedented levels of growth, still, 8 in 10 employees juggle workloads that go beyond their capacity to deliver. Many are trying to keep up by using AI tools without formal training or support – automating reports, summarizing calls, analyzing trends, and generating faster responses on their own.
There is a growing disconnect between how AI is introduced in the workplace and how people actually experience it. AI is showing up in boardroom presentations but not in team workflows. There’s no upskilling path, no AI policy, no guidance.
The opportunity cost of a poorly implemented AI strategy is a risk you cannot afford to ignore!
Why the EVP Must Catch Up
The Employee Value Proposition (EVP) communicates to employees what they can or will receive in return for their commitment to the organization. It's your promise to your workforce and ultimately determines why people decide to work for an organization and stay with it.
Millennials and Gen Z, especially, are far from resisting AI; they are looking for meaningful ways to apply it. They expect a clear connection between their work and the company’s purpose, how AI will impact their work, and where they can grow with it. But they also seek a better work-life balance—workplaces where sustainability means removing friction, reducing overload, and creating the space to focus on work that matters.
The EVP of the AI era requires fundamentally redesigning the deal between organizations and their people based on four key pillars:
1. A New Definition of Growth and Purpose
An EVP must outline the company’s direction and how roles fit into that future. How will AI change work in the coming months, and what opportunities will open for your people?
2. Clear Expectations and Governance Around AI
If you want to build trust, be clear on how AI is used, what is automated, what is still human, and what things will look like in the mid-term. Very few organizations have addressed these questions. When there is no policy, no training, and no space to ask questions, employees fill the gap with assumptions.
3. A Redesign of How Work Happens
AI is supposed to free people so they can focus on meaningful work (creativity, innovation, problem-solving). These are the changes that people value. However, with more tools, the digital busywork is causing employees to spend almost half their day on tasks that do not add value. How is your organization designing work to protect employees' capacity and energy?
4. Flexibility That Feels Personal
Flexibility and autonomy must be reimagined and go beyond how many hours are clocked or where work is done. It should include room for experimentation, learning pace, career path, workflow design, and how feedback is delivered, a move toward personalization rooted in motivation, readiness, and context, instead of thinking in terms of generic personas.
5 Strategic Outcomes of EVP Redesign
The employee value proposition was designed for a different era where job descriptions were stable, skills had a longer shelf life, and technology supported tasks instead of reshaping them. Although work has become more fluid and roles are in flux, most EVPs still reflect old assumptions.
There are five reasons why employers should redesign their EVP and consider it a strategic reset.
1. Stronger Talent Retention
A clear EVP that defines how people can grow within your organization is a magnet for talent retention. Gallup’s latest survey shows that half the US workforce is considering leaving their jobs, and the leading cause is a lack of work-life balance and growth opportunities.
2. Higher Workforce Readiness
While 81% of business leaders expect AI to be deeply integrated within 12–18 months, most employees don’t yet understand what this means for their roles. Instead of letting assumptions spread, make sure your EVP clearly defines how innovation is human-led and how AI is there to support, not replace, people’s expertise. When Bayer deployed AI agents in R&D, scientists' roles were redefined so that they spent more time on product development and high-value experimentation.
3. Healthier Productivity
An EVP should reflect not just a focus on results but also a rethinking of how capacity and energy are created and protected. For example, if new AI-powered tools consolidate and summarize data insights, you must redesign how the data will be shared. AI adoption should lead to shorter meetings, fewer report cycles, and cross-functional access to AI dashboards.
4. Greater Organizational Transparency
A revised EVP must clarify how technology decisions are made and communicated and how employees can influence those decisions. In one hospital, for example, pharmacists lost interaction with patients and colleagues after prescription automation was introduced. The EVP still referenced collaboration and growth, but the day-to-day experience said otherwise—a perfect example of how to destroy trust and fuel turnover.
5. Clearer Competitive Differentiation
Organizations that connect their EVP to their AI strategy put employees as co-creators of value. Dow, for example, deployed AI agents and trained frontline employees on how agents make decisions and linked performance recognition to collaborative human-agent outcomes.
How to Redesign the EVP for an AI World
A modern EVP must reflect how AI is changing work—what people do, how they grow, and what they expect. HR leaders need operational strategies that align experience with intention to make this shift real. Below are five ways to get started.
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Define AI Use and Communicate Transparently
Employees want to know how AI is used in their day-to-day work, what is automated, and where they still lead. Ensure that every new AI tool is accompanied by guidance, transparency about data use, and accountability for results.
Engage Employees in EVP Co-Creation
People are already adapting AI to their workflows—often without formal support. Instead of designing in isolation, involve employees in shaping the EVP through surveys, pilot groups, and iterative feedback. Make sure that what’s promised aligns with what’s experienced.
Personalize Growth with Skills and Data
Creating growth pathways means treating employees as individuals with a mosaic of unique strengths, aspirations, and skills beyond their job descriptions. AI tools can match them to short-term assignments or learning experiences, so people can see where they can grow, and managers get insight into who is ready for more.
Make AI Enablement Part of the Employee Offer
If you expect employees to work with AI, give them the support and guidelines to do it well. Onboarding should incorporate AI training from day one, not just as a tool, but as a responsibility. Let entry-level employees manage AI systems and make decisions with them. This early exposure will help people build confidence and develop strategic capabilities faster.
Balance Agility With Stability
As roles change with AI, employees need more than new tools; they need clear guidance. A modern EVP should offer structure during change. Introduce GenAI in stages and train managers to lead transitions, define where humans add value, and create onboarding flows to explain what is changing. This gives people space to adapt without being left behind.
Protect Energy and Capacity
A modern EVP must move beyond surface-level care and address how work is structured. If your employees spend half of their time on low-value tasks like navigating tech systems, sitting in unnecessary meetings, or duplicating reports, burnout should not be a surprise. There are no well-being programs that will fill the gap of overloaded and fragmented work.
What’s Your EVP Score?
A redesigned EVP must do more than sound good—it must reflect how people work, what they value, and where the organization is heading. These questions are helpful for HR leaders willing to evaluate whether their EVP fits the AI era.
Join the AI Experience Summit
Join us for a three-day AI Experience Summit (June 3–5) to explore how AI reshapes the employee experience, redefines leadership, and accelerates workforce potential. Get frameworks, use cases, and strategies to lead in the AI era, without losing the human thread.
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4dThis article really hits the nail on the head when it comes to the disconnect between how AI is introduced in companies and how employees actually experience it. It’s crucial that organizations not only embrace AI but also invest in training, transparency, and clear governance. AI is meant to enable people, not replace them. In my experience, when companies put the right frameworks in place – including personalized growth paths and a clear understanding of AI's role – employees feel empowered rather than overwhelmed. It’s all about creating a balance where technology enhances, not hinders, the human aspect of work. The opportunity cost of poorly implemented AI strategies is something we can’t afford to ignore, especially as we move towards a more agile and AI-integrated future.
Human Resources Assistant at zambia ministry of fisheries livestock
4dExciting 🔥
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4dIn my experience, aligning your EVP to the key drivers of employee engagement, helps both retention and attraction of employees to your brand. Those key drivers being: Salary Personal Growth Career Growth Culture Work life balance These are the top 5 drivers, the order does change based on economic factors of the day, but aligning to these is key to keeping and finding great people for your business.
My job was a general worker. The time I was coaching. I was helping teachers to learn from them. That's why I say I was coaching start.
4dCompensation, career development, work-life balance, company culture, and purpose and mission are the five essential elements of an EVP. When combined, they create a compelling narrative about what it's like to work for an organization.