Having trouble finding and hiring candidates with
\nthe right skill set? You may want to consider broadening your scope to include
\nyounger prospects. This huge—and hugely promising—demographic could hold the
\nkey to your company’s short- and long-term success. <\/p>\n
The often-maligned Millennial
\ngeneration (born 1977 to 1998) will inevitably become members and even leaders
\nof your organization. By 2014, half of all employees in the world will be
\npeople born after 1980—who tend to have advanced educations and are eager to
\nkeep learning—so it is crucial to start attracting this new talent. However,
\nyou will most likely have to make some changes to your recruitment strategies
\nto ensure you attract the best candidates. <\/p>\n
To entice the cream of the Millennial crop to your organization, you need
\nto:<\/b><\/p>\n
<\/UL><\/p>\n
Magnetize Your Organization To Attract Millennials<\/font><\/b><\/p>\n Depending on the state of your organization, What should Variety of Work and Fast Pace<\/b><\/font><\/p>\n Variety of tasks Learning Opportunities<\/font><\/b><\/p>\n Yes, Millennials love to continue learning—but Friendly Culture and Team Approach<\/font><\/b><\/p>\n Millennials want to commit to their Perhaps because they grew up Being Appreciated<\/font><\/b><\/p>\n Millennials may Work-Life Balance<\/font><\/b><\/p>\n Perhaps even more than older generations (who have Remember that you must be Rethink Your Messaging<\/font><\/b><\/p>\n Study Millennial magnets, select the ones that best EXAMPLE:<\/span><\/b> Using your messages, draft an internal “Millennial mission statement” for Choose Your Media<\/font><\/b><\/p>\n The available Millennials care about reputation. Job candidates of this generation Today’s young job candidates When recruiting on campus, put your Millennial employees to work. This To be truly proactive, consider identifying promising students in their EXAMPLE:<\/b> One well-known company hosts an It is obvious that this Members of older generations It is vital that you find ways to be unique and creative with your Part of your online presence should demonstrate that you are an Recruiting the very best SIDEBAR<\/u><\/b><\/font><\/p>\n The Integral Role of the Talent Scout<\/font><\/b><\/p>\n The key to the 3 Ms of Your Human Resources Top-notch talent <\/UL><\/p>\n Have your recruiters <\/UL><\/p>\n","protected":false},"excerpt":{"rendered":" Having trouble finding and hiring candidates with the right skill set? You may want to consider broadening your scope to include younger prospects. This huge—and hugely promising—demographic could hold the key to your company’s short- and long-term success. The often-maligned Millennial generation (born 1977 to 1998) will inevitably become members and even leaders of your<\/p>\n","protected":false},"author":[266],"featured_media":0,"template":"","categories":[21],"class_list":["post-6880","articles","type-articles","status-publish","hentry","category-business-managment","author-diane-thielfoldt"],"acf":[],"yoast_head":"\n
\nattracting and retaining top Millennial talent may require a reboot of the
\nculture to incorporate the traits this generation values most. Keep in mind
\nthat these candidates will be hot commodities, so your efforts will be
\nworthwhile; the more top talent you bring in from universities and colleges,
\nthe more vital, forward thinking, and change embracing your organization will
\nbecome.<\/p>\n
\nyour Millennial magnets be? Consider what this generation values most in an
\nemployer to figure out how you can fulfill those values.<\/span><\/p>\n
\nand responsibilities goes hand in hand with Millennials’ love of being
\nchallenged. They are attracted to jobs where the types of work are constantly
\nchanging, requiring them to learn as they go, maintain a fast pace, and adapt.
\nFor example, one Millennial said he was attracted to a position because “the
\njob promised doing something different every day, with plenty of learning
\nopportunities.” Once he started working, he was happy to find that “the
\nenvironment is challenging and definitely not boring!” Take a look at your job
\ndescriptions—is this quality something you offer? If not, how can you
\nreorganize a position or department to add variety to everyone’s work schedule?<\/span><\/p>\n
\nthere is a mercenary factor in this value: the generation is eager to gain new
\nresponsibilities and move up the ladder quickly. Millennials cite “opportunity
\nto advance” as one of the main things that attract them. Millennials seek
\nemployers with leaders who can guide them through steady advancement
\nopportunities. Mentoring programs, professional development, and tuition
\nreimbursement are some add-ons that can help you attract good candidates—as is
\nthe ability to move up the ladder within your organization.<\/p>\n
\njobs, and that means committing to an employer with a “fun” and welcoming
\nculture. Millennials pay attention even while interviewing, and will look for
\nhints of a work environment that is open and comfortable; where people are
\ngenuine, passionate, and authentic. Some Millennials appreciate a laid-back
\nculture, where people know when to work hard and when to play. Can you add an
\nelement of warmth and fun to your organization, with special events, rewards,
\nand open communication?<\/span><\/p>\n
\nheavily involved in sports and other team activities, Millennials tend to prefer
\nteam environments and a “flat” hierarchy. One interviewee told me, “A company
\nthat is very team-oriented is appealing, [with] the option to go to anyone for
\nhelp or with an idea—talking to a VP or even the President.”<\/p>\n
\nbe the new kids on the block, but they want respect. They want to be of value
\nto an employer, and they want that value acknowledged. One Millennial expressed
\nit this way: “I appreciate the investment they made in me—the time, energy, and
\nmoney to train me. They have invested so much in me that I am 100% invested in
\nthem.” With management buy-in, it should be relatively<\/span>
\norientation process and ongoing employee communications.<\/span><\/p>\n
\nlearned the hard way), Millennials expect a healthy balance between giving
\ntheir all at work and enjoying time off for their personal lives. One
\nMillennial working in an industrial occupation explained, “Although my
\neducation is in psychology and research, I was looking for something with a
\nmore family-friendly environment and the opportunity for work-life balance. My
\nemployer is a very family-friendly company.” Flex time, telecommuting, and
\nreasonable amounts of vacation or paid time off are all magnets. <\/p>\n
\nprepared to follow through on the magnets you work to create. Your biggest
\nchallenge may turn out to be keeping those hard-won new hires and avoiding high
\nturnover rates. Those in the Millennial generation are not afraid to walk away
\nfrom a job they see as unfulfilling, and the first 90 days of employment are
\nparticularly tenuous. To hang onto Millennials, keep those magnets in place and
\ndeliver what you promise, or you will have to go back to the drawing board!<\/p>\n
\napply to your organization, and structure concise messages incorporating those
\nbenefits. It is important to note that they are benefits. Studies show that
\nMillennials value certain “soft” benefits, such as a loose policy on using
\nsocial media at work and opportunities for work-life balance, over salary and
\nretirement packages. Take time to incorporate messaging that shows openness to
\nthese types of benefits (as appropriate) in your job listings, Careers web
\npage, individual position descriptions, and interview conversations. <\/p>\n
\nthe variety of projects and responsibilities. For open positions, you might translate this into looking<\/span> for
\ncandidates who are “flexible and fast on their feet,” “good team players,” and
\n“open to change”— all appealing phrases to Millennials. <\/p>\n
\nyour recruitment efforts and share it with all recruiters, marketing staff, and
\nother involved employees so that your messaging to this age group is on target
\nand consistent. (See “The Integral Role of the Talent Scout.”) This mission
\nstatement should directly address one or more of the Millennial magnets: your
\norganization offers a variety of work\/responsibilities, a fast pace, ongoing
\nlearning opportunities, a friendly culture, team-based work arrangements, good
\nwork-life balance, etc. The big sell should be what Millennial candidates can
\ncontribute, how they can impact the company, and what they might learn while
\nthere. Sell Millennials on why they should come on board; what their career
\nprogression will be; and, most importantly, how they will make an impact on not
\njust the company, but the world. <\/span><\/p>\n
\nchannels you use to attract younger candidates include a variety of on-site
\nrecruiting options at colleges and universities, as well as multiple online
\navenues.<\/span><\/p>\n
\nprefer interviewing with companies they are familiar with and have formed a
\ngood opinion of. A long-term approach to introducing your organization to them
\nwill go far in helping your recruitment efforts pay off.<\/span><\/p>\n
\nare making career choices early. To recruit the best and brightest, you should
\nstart courting these candidates well before they graduate. Increasing your
\npresence at job fairs and on-campus recruiting events is crucial. You can
\nstreamline your involvement by identifying specific colleges or vocational
\nschools around the country that offer the programs that best prepare your
\nfuture workforce and concentrate on those. Send employees or recruiters to talk
\nto instructors and students about upcoming opportunities to start generating
\ninterest in the future workforce. Also, encourage employee involvement in their
\nalumni associations so that students can make the connection with what you do
\nand what types of employees you hire.<\/p>\n
\ngeneration is peer influenced and will respond to seeing recruiters or current
\nemployees in their own age group. <\/span><\/p>\n
\nfreshman and sophomore years of college or trade school, or in their final
\nyears of high school or vocational schools, and provide them with summer
\ninternships until they graduate. They are more likely to take a permanent job
\nat an organization they already know. You can even form partnerships with
\nselect high schools, technical schools, and community colleges. (Placing
\nemployee teachers at technical schools or community colleges is an ideal way to
\nscope out future talent.) You can also consider how to appeal to Millennials’
\nstrong sense of social responsibility.<\/span>
\n<\/span><\/p>\n
\nannual, all-expenses-paid volunteer outing over spring break, where selected
\ncollege students work alongside company employees on charitable projects such
\nas repairing homes or helping with tax return preparation. Consider doing
\nsomething on a smaller scale—inviting students to join employees for a Habitat
\nfor Humanity day or an afternoon at the local food bank.<\/p>\n
\ngeneration relies on the Internet for information and communication, so make
\nsure your online presence is not only comprehensive and up to date, but
\nrelevant and interesting. Update your Careers page to keep it fresh and
\nexciting; and consider adding a separate page just for your target audience,
\nwith information specific to college students and recent grads. This microsite
\nshould be continually updated and can feature case studies, photos, and
\nday-in-the-life videos along with solid content presented in a fun,
\ninteresting, and interactive way. Remember that this generation is extremely
\nInternet savvy, so make it easy for candidates to apply online! <\/p>\n
\nmay cringe at the amount of personal information Millennials share online, but
\nthey expect the same of potential employers. Beef up your website (or
\nrecruitment microsite) with information about organizational values and
\nculture, text or video profiles of some of your current employees, and details
\nof any benefits (hard or soft) that support your mission statement.<\/p>\n
\nsocial media presence. Get Millennials’ attention, offer them information of
\nvalue (such as job-seeking tips for your industry, or a salary survey), and
\nshow them videos that help them understand what it is like to work in your
\nfield. Start a blog that will get their attention, and comment on relevant
\nLinkedIn groups and message boards. Every post, Tweet, status update, and
\ncomment should keep your Millennial mission statement in mind and show that you
\nare a desirable employer.<\/span> <\/p>\n
\napproachable organization and are willing and able to form one-on-one
\nrelationships. Millennials expect to build relationships with all individuals
\nin their lives—from their grade school classmates to famous stars like Justin
\nTimberlake—and that should include a specific representative within your
\norganization. For example, if you use a dedicated Twitter account for
\nrecruitment, make it a more personal connection by naming who your followers
\nare interacting with—show that there is a real person behind your corporation.<\/span>\n<\/p>\n
\nMillennial candidates possible is essential to your organization’s future. By
\nfollowing these 3 Ms of recruiting, you can find the top talent who will add to
\nand advance your business’s interests.<\/p>\n
\nrecruiting Millennials is the people doing the recruiting. Consider how great
\nan impact that scout\/interviewer has on the candidates: This is their first
\nimpression of your company—their opinion and desire to work for you are going
\nto stem from these meetings.<\/span><\/p>\n
\nteam, outside recruiters, and managers who interview must be able to identify
\nthe magnets and “talk the talk” when it comes to your messages. It is a fact
\nthat job candidates assess you as a boss within the first 3 minutes of the
\ninterview. Here is how to make those minutes—and the rest of the
\ninterview—count.<\/span><\/p>\n
\nscouts can mix old-school interviewing with fresh, cutting-edge practices. In
\ntraditional talent scouting, the recruiter talks about your organization’s open
\npositions in ways that appeal to each generation and adjusts his or her
\ninterviewing approaches for each new candidate being recruited. A skilled
\ntalent scout has the ability and knowledge to: <\/span><\/p>\n<\/p>\n
\nfirst—they know how to sell recruits on your company and the job;<\/span><\/p>\n
\ncompany’s culture and values to others;<\/span><\/p>\n
\nsurface to identify talents needed on a team or project;<\/span><\/p>\n
\ncandidates with qualities that complement current competencies and
\nperspectives;<\/span><\/p>\n
\njob description with a short list of the most critical competencies;<\/span><\/p>\n
\ntalent—they do not consider only education and experience, but look at
\nemotional intelligence competencies such as social skills, drive, and empathy;<\/span><\/p>\n
\ndiscussion about job activities, performance expectations, work team, working
\nconditions, rules and policies, work culture, manager’s style, and the
\ncompany’s financial stability;<\/span><\/p>\n
\nclones of themselves—they seek diversity, variety, and balance;<\/span><\/p>\n
\nopinions by asking others for their opinion of candidates;<\/span><\/p>\n
\ncandidate based on the best qualifications for the job and the best fit with
\nthe company’s culture; and<\/span><\/p>\n
\njob fit and cultural fit. <\/span><\/p>\n
\nuse the tried-and-true tactics, but consider mixing in some novel approaches to
\nhiring, particularly if you are interviewing Millennials. Here are some
\nexamples.<\/span><\/p>\n<\/p>\n
\nbeyond the traditional first interview questions. There
\nis so much information available online that both parties have likely
\nprequalified each other before meeting. If so,
\nthe first meeting can skip some of the traditional questions and become more of
\na continuing conversation about
\nwhat you already know about each other. Enlightened interviewers know that
\nbuilding personal and professional networks (including online) is a sign of a
\nhigh-performing professional.<\/span><\/p>\n
\ninterview instead of the traditional phone interview. Video interviewing can help
\nhiring managers speak with a wide array of candidates and learn more about each
\nprospective new hire before he or she visits the office. <\/span><\/p>\n
\na trial project. This tactic may work better than an interview: Next time you
\nare hiring, consider giving top candidates a constrained project to execute.
\nAsk them to redesign a social media campaign, document a tricky bit of
\nsoftware, edit a sales presentation, or produce a webinar. Look at the results
\nand decide which candidates were able to deliver real value. Be aware that you
\nmay need to pay them for their time.<\/span><\/p>\n
\ncutter” interview questions (beginning with “Where do you see yourself in 5
\nyears?”). Instead, ask for the candidate’s perspective on real-time
\norganizational challenges or trends in your industry. That answer is far more
\nlikely to give you meaningful insight into the candidate’s knowledge, thought
\nprocess, and personality; and can help you make a smarter hire for your team.
\nSimilarly, ask questions aimed to uncover work ethic and qualities that no
\ndegree can teach—like tenacity, persistence, and on-your-feet thinking. <\/span><\/p>\n