A blended EVP communication program that built a shared framework across BOBST's organisational hierarchy — from team leads to the executive committee.
BOBST launched an Employee Value Proposition (EVP) initiative requiring leaders across the organisation to communicate a consistent, compelling message about what it means to work at BOBST. From team leaders managing day-to-day operations to senior executives presenting to the board, the challenge was the same: how do you communicate something as nuanced as organisational culture in a way that feels authentic and lands with diverse audiences?
The EVP is only as strong as the people who carry it. And those people needed the communication tools to make it their own — not repeat it as a script.
The program needed to work across three very different audiences simultaneously: line managers who needed practical talking points for team conversations; mid-level directors presenting the EVP to cross-functional groups; and C-suite executives communicating at town halls, external events, and board meetings. One framework, three levels of application, 120 participants.
The additional complexity: delivery needed to work face-to-face for some cohorts, remotely for international participants, and at scale via e-learning for the broader population — without sacrificing quality or consistency across any of those formats.
Rather than a single format rolled out identically to everyone, the program was structured to adapt to each audience's context — while maintaining a shared methodology and a common communication framework throughout.
Full-day sessions for director-level and above. We worked on message adaptation for different audiences, delivery under pressure, and handling difficult questions about organisational change — the questions that always surface when EVP is communicated in a real room. These sessions combined methodology with live practice, filmed feedback, and peer challenge.
An adapted half-day format for geographically distributed line managers — focused on practical conversational tools for team-level EVP communication. The emphasis here was not on polished delivery, but on equipping managers to have genuine, confident conversations with their direct reports: answering the real questions, without sounding like they're reading from a document.
Self-paced modules covering the communication fundamentals — message clarity, audience adaptation, and confident delivery — made available to the full participant population via BOBST's LMS. Designed to be completed before the live sessions, the e-learning primed the broader population and ensured that no one arrived at a workshop without a baseline understanding of the framework.
"When 120 people across an organisation start using the same communication framework, you stop repeating yourself in meetings. The message starts to travel on its own."
Greater confidence across all levels — participants reported feeling more equipped to communicate the EVP in their specific context, whether in a team meeting, a cross-functional presentation, or a town hall.
Blended format preserved quality at every level — the program reached the full target population without diluting the depth of work done with leadership cohorts.
Message architecture framework was highlighted as the most practically applicable element — participants adapted it directly to their own team conversations, rather than treating it as a training exercise.
Common language across the hierarchy — for the first time, a line manager and an executive could use the same framework to talk about BOBST's culture, each in their own voice, to their own audience.
Preparing frontline technical experts for the world's largest print trade show.
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