Nine Best Practices for Gen-Y

They’re always preparing for the next job

by Ryan Estis

Gen Y. Echo-Boomers. Millennials.

Call them what you will and take notice. This burgeoning generation (70 million; born between 1977 and 2002) is coming of age and arriving in the workplace with new ideas about the employment experience. Namely, “why should I work for you?” and “what are you going to offer me?”

Self assured, tech-savvy, and idealistic, they arrive at work with an evolved set of expectations around employment and their opportunity to have an impact from day one. The achievement orientation and natural impatience of this plugged-in, multi-tasking generation inevitably creates conflict for many employers and coincides with a time where the pool of skilled talent is shrinking.

As Boomers approach retirement and employers confront the talent exodus resulting from this natural attrition, many will find it necessary to adjust to the nuances of the new workforce in an effort to attract, engage, and retain a generation that is projected to be increasingly mobile and interested in seeking the next assignment. This may be in the context of the current employment relationship or often, ready to jump to the next gig.

Labels like high-maintenance or unrealistic may tag the Millennials at the onset of their entrance into the workforce. However, this educated, increasingly diverse (one in three is a minority) generation is also anticipated to be both quick to contribute and deeply coveted in a job market that includes a projected talent shortage between four and 10 million by 2010.

As your organization competes to attract the very best among Generation Y and integrate them into the workforce, these nine best practices are important to consider in demonstrating a compelling employment opportunity that ultimately can help you both acquire and retain the new talent you need to accomplish key business objectives into the future:

1. Relationship recruiting. While technology has improved recruitment process and efficiency, it is expressly important to remember that recruiting is still a people business. Over-reliance on automation can be a clear sign to candidates they may not be valued at the onset. This generation expects interface, contact, respect, consideration, and prompt response. The most talented among them will have options and need to be sold on the benefit of one opportunity in direct comparison to multiple options. High self-worth is a Gen Y characteristic and candidates need to feel valued during the recruiting process.
2. Employment branding. Critical to supporting a quality recruiting function, the employment brand should extend to candidates the unique opportunity and express benefit of employment with your organization. Millennials are image-oriented and expect to be associated with the best. They also want to clearly understand what they will be doing on a day-to-day basis specific to their job. A quality employment brand should demonstrate your compelling employment value proposition and give candidates an opportunity to self-select based on the notion that their skill-set, education, and experience are the right fit for your organization.
3. Candidate experience. Make the initial interaction and touch points with your organization a great experience for the candidate. Quality website? Simple application mechanism? Immediate recruiter interface? This tech-savvy generation can be instantly impressed with a great initial experience with your organization or can quickly move on to the next opportunity if the process is frustrating or inadequate.
4. Offer. The employment offer should be competitive and compelling. And with this group it isn’t just about the compensation. They value work-life balance and do expect some time away (not time away with so much work hanging over their heads that it doesn’t end up being a real vacation). They’re also financially astute and will be interested in the benefit package that includes a sound 401(k) and/or profit-sharing plan. Moreover, they want to contribute. Make the offer and opportunity to do meaningful work part of the equation.
5. Onboarding. With a group that is quick to change, the assimilation into the organization during the first 12 months is critical to ensure engagement and retention. Make sure there is a program that extends beyond orientation and includes relevant training, multiple touch points, consistent communication, and the opportunity to offer opinions about what could be improved upon. Make new employees feel welcome and like part of the team before they even start.
6. Mentoring. As an extension of onboarding, offer a mentoring program. New employees should be paired with someone who has an express interest in their success. Pairing candidates from different generations or across segments of the business is a great way to bridge gaps and build understanding throughout the workplace.
7. Feedback. The annual review will no longer suffice. This generation expects feedback and validation more often. This may involve some manager training to help bring about the appropriate level of performance review criteria and recognition to keep the new workforce motivated to achieve. Although a recognized virtue, patience is not noted among the group’s core character traits.
8. Flexibility. Happy to be held accountable to results, this generation brings some evolved thinking into the workplace with regard to when and how they go about doing their work. They live in a virtual world and respond well to the notion of autonomy around work schedules, telecommuting, home-office arrangements, and understanding that they desire true balance in their lives. If jeans and flip-flops are considered appropriate office attire, that’s a bonus!
9. Career-pathing. Upward mobility is a hallmark desire among Millennials. They want to not only understand what is expected in their present capacity but even more important, what will be required to move into the next opportunity. They anticipate changing employers to advance their career, and are always preparing to do exactly that. The employer that can demonstrate expeditious career-pathing has an advantage and opportunity to retain A-level talent among this group longer.

Generation Y, ready to make a meaningful impact, brings a bevy of unique attributes and talent into the workplace. The organization that is sensitive to their needs will have a distinct advantage and opportunity to capture their contributions in this increasingly competitive marketplace.

Thanks, But No Thanks…Why Candidates Decline

by Rikka Brandon, February 2009

The interview was brilliant. Your candidate seemed excited and ready to become part of your team. Details were discussed almost as an after-thought. Everything was perfect. Or so you thought, until the prospective employee blind-sided you with a courteous decline. What happened? If you’ve discovered yourself in this position a time or two, it pays to take the time to evaluate all the nuances of your company’s hiring process.

 

Go back to the initial point of contact. Whether it was over the phone, in person, or even if the candidate met with someone else from your company, how was he or she treated? When most other things like compensation, benefits, and type of work are considered equal, little things like the friendliness of staff or energy in the work environment can easily tip the balance in favor of one job over another. This is crucial even during the initial screening phase when there may be a large pool of candidates. Who wouldn’t prefer the red carpet treatment versus the feeling of being one of the herd. In the same manner, cancelled or postponed interviews, dull interviews, and delayed hiring decisions leave a bad taste in the mouths of candidates with options. If they aren’t treated professionally early in the relationship, they certainly wouldn’t expect to be later. First impressions weigh in.

 

Lack of enthusiasm is another reason candidates decline. Recall the Cheers sitcom jingle… “You wanna go where everybody knows your name, and they’re always glad you came…” If candidates don’t feel your excitement to have them join you, why should they be excited? Have the company president or other senior executive make a personal and persuasive call to add their weight to the offer. And don’t just wing it, plan what to say, and even test it out on others involved in the hiring process to get their feedback. Sound ridiculous? Remember… it’s not playtime for talent, it’s often an all out war.

 

So maybe the offer was extended with aplomb, but the candidate still says nay. Then check out the offer itself. Did it propose any “wow” factors or other compelling features that would make the candidate feel important? Maybe you completely missed the target, and instead bombed with a deal breaker. Identifying the candidate’s priorities and turn-offs early in the process saves both parties’ time and energy. For instance, a cut in pay is a common deal breaker. For candidates with options, it’s critical to stay on top of current salary and bonus information. Working with a recruiter can be particularly helpful as they have ready access to information on salaries being paid by comparable companies. Also, Homefair.com offers a free salary calculator that factors in cost of living comparisons.

 

The other side of the coin then, is over-focus on pay without considering other factors like personal life. How many seemingly flawless job offers have been foiled due to a spouse’s refusal to relocate? Too many to count. Think about it. The spouse has probably never been to the new town, knows no one, has no job, and if there are children, would have to uproot them as well. How excited would any of us be? So, right from the start, the candidate’s family should be involved in the process, right down to paying the added expense of flying them all out and arranging for them to be educated about the town, its job opportunities, schools, etc. Inviting the spouse to lunch or coffee with people from the company also helps him or her feel more involved and comfortable with the potential life change.

 

As with most functions in business, the art of salesmanship during the hiring process helps ensure a bevy of talented employees in your ranks. How your organization interacts with candidates from the very first impression to the last goes a long way in determining how those individuals feel about your company. So even if one of those talented candidates gets away for reasons beyond your control, you still have their respect, which in turn improves your brand, your image, and may possibly land you other opportunities for referrals down the road.