Most progressive organisations have spent real time defining what makes them unique as an employer. They’ve shaped an Employee Value Proposition (EVP) that captures what people can expect from working there, and what the organisation stands for in return.

But too often, that’s where it stops.

An EVP that lives only on paper won’t create the culture it describes. For it to matter, it has to breathe. It has to show up in behaviour, in leadership conversations, in the way people give feedback, in how recognition happens, and even in how difficult decisions are made.

The real work lies in bringing it to life. That’s when an EVP stops being a message and starts being a culture.

Why it matters more than ever

Nowadays employees are far more discerning about where they work and why. They’re not just choosing jobs, they’re choosing communities and causes they can believe in. That’s particularly true in charities and purpose-driven organisations, where many people join not for the salary, but for the mission.

In these environments, the gap between the stated and the lived experience can be especially damaging. If a charity’s EVP talks about compassion, collaboration or trust, but people inside describe a culture of burnout or hierarchy, the disconnect cuts deep. It erodes engagement, and makes it harder to retain and attract the right talent.

That’s why charities, social enterprises and public bodies, in particular, need to see their EVP not as a recruitment message, but as a cultural commitment. It’s a living agreement between the organisation and its people.

From statement to experience

So how do you bring an EVP to life? It starts with translation, turning abstract ideas into tangible actions.

For example, if the EVP talks about “empowering people to make a difference,” what does empowerment look like day-to-day? Does it mean managers giving more autonomy? Employees shaping how they work? Creating space for ideas from every level? The answers to those questions are where the culture actually lives.

The next step is storytelling. An EVP is most powerful when employees can see themselves in it. That means sharing stories, recognising people who embody the values and making space for real voices, not just polished comms copy. When people can point to examples of the EVP in action, it starts to feel real.

And then, of course, there’s leadership. Leaders and managers are the translators of the EVP. Every conversation they have either strengthens or weakens it. They need time, tools and support to bring it to life, because even the most inspiring EVP will fall flat if leaders don’t model it consistently.

It’s not just about engagement

There’s a tendency to see EVPs as a tool for attraction and retention. But a living EVP goes far deeper than that. It shapes decision-making, relationships, and the overall employee experience.

When people feel connected to what their organisation stands for, it strengthens wellbeing and resilience. There’s more trust and a stronger sense of shared purpose. People feel seen and supported, even when things get tough. And that sense of alignment becomes a quiet but powerful source of energy across the organisation.

In the charity world, for instance, a clear and lived EVP can prevent mission fatigue by reconnecting people to purpose.

Making it real

The most effective EVPs aren’t perfect statements, they are ever evolving commitments, owned by everyone. And turning beliefs into behaviour takes practise and reflection.

That’s where many organisations need help, not in defining their EVP, but in living it. At 1948, we work with organisations to translate words into actions, helping people embody the culture they want to create through experiential learning.

Because when your EVP stops being a statement and starts being a shared experience, that’s when the real performance begins.

If you’d like to find out how we can support your organisation, please get in touch at [email protected] or visit weare1948.com