Three Paths To Better Recruiting Top Talent

Despite generational differences, there are basic and shared priorities workers of all ages can relate to

Engaging top talent can be challenging, especially when it comes to those generations newest to the world of work. According to a recent Allegis Group survey, 51 percent of HR professionals are concerned about their ability to recruit and retain Millennials (born 1980-1995), and 45 percent share similar concerns about Gen Zs (born after 1995). Likewise, 62 percent of HR decision-makers believe issues with attracting workers of these generations could negatively affect company growth, productivity, execution on business goals, company innovation and hiring cycle costs. 

 

With Millennials making up the largest demographic in the workforce today and Gen Zs rapidly growing as the next generation to contribute new skills and new perspectives, employers often find themselves wondering how to better connect with this talent. And when you add Baby Boomers (born 1945-1965) approaching retirement age who may want more flexibility and Gen X (born 1965-1980) who may be open to changing employers, HR leaders are struggling to determine the best way to secure the workforce they need. Ultimately, while there may be differences among the generations, there are also some basic, shared needs or priorities that employers can act on to boost their talent acquisition capability for workers of all ages. 

For generations newest to the workforce, technology played a highly influential role in their upbringing. Thanks to significant innovations (e.g., the internet, social media and mobile devices), their perspectives were shaped by a connected world where responsive, personal and relevant interaction is expected and relationships matter.
 
Interacting via a digital environment is the norm, and it is an integral part of the employer-employee relationship. Employers can improve engagement by meeting talent where they are – in a digital world.  Some areas ripe for improvement include sourcing and recruiting, administrative processes such as time and expense reporting and information access.
 
For example, digital innovation and the use of artificial intelligence (AI) applications can help companies address the challenges of engaging candidates as early as the first interaction. When today’s job seeker submits her application, an AI chatbot can respond to acknowledge receipt, advise next steps and provide updates on timelines and scheduling. As a result, talent is directed to the right jobs, manual and administrative tasks are automated, and recruiters can focus on more valuable aspects of the talent journey. While not every talent organization has matured their processes or adopted the technology yet, the most forward-looking employers are actively developing and beginning to use these tools — and the use of those tools will expand in the future.

Top talent values the ability to move their careers forward. For employers, improving the visibility to new opportunities for career growth within the organization can go a long way toward boosting the company’s brand and its overall reputation in the eyes of job candidates.
Consider offering incentives such as innovation autonomy, executive facetime, mentorships, fast access to promotions, and flex scheduling when it can meet the needs of clients and workplace well-being programs. Rethink the traditional 9-to-5 schedule and welcome those who prefer contract or freelance work. In addition, help employees understand the connection between the work being done and their business impact. Combined, these improvements will help companies compete for workers who are focused on independence and career advancement.

Finally, according to the U.S. Census Bureau, 44 percent of Millennials and 48 percent of Gen Zs belong to a group other than non-Hispanic, single-race white. Employers are demonstrating their commitment to diversity and inclusion (D&I), yet a recent Allegis Group survey found that 79 percent of D&I programs lack a clear, well-understood strategy, and 83 percent do not have measurable success metrics.
 
For organizations to improve and align D&I as part of their employer brand, commitment begins at the top. Ensure that leadership is embracing and advocating for D&I as part of the company culture. So rather than simply posting a page about diversity on a career site, communicate the company culture by leading through example. Are employees who are passionate about diversity establishing a social media presence? Are they portraying a positive view of the organization? Are senior leaders visibly sharing their passion for inclusion? For talent decision-makers, addressing these questions can make the difference between a D&I effort that remains hidden and one that creates open conversation and promotes continuous improvement.
 
Newer workers, in particular, also want to work for organizations that act as good corporate citizens who give back to their communities. A 2015 Cone Communications study showed that 82 percent of workers aged 18 to 24 consider corporate social responsibility (CSR) a major factor when deciding where to work, and 66 percent would take a pay cut to work for a more socially responsible company.
 
To make CSR a part of everyday life, a consistent process and a forum for advocacy and continuous communication are essential. For example, periodic updates celebrating activities and accomplishments will provide individual employees the opportunity to be acknowledged for their efforts. Volunteer opportunities and events can also be communicated regularly through social media. The message about CSR, as with all aspects of an employer brand, is best conveyed through grassroots support. Employees own the message, but, with the right actions and message, employers can shape the CSR story.

History has taught us that the successful employer will be the one that views change not as a sacrifice but as progress. Organizations that adapt their processes today to better engage top talent are doing more than trying to please the evolving needs of workers; they are setting them up to succeed. This result is not only good for the talent companies that are trying to attract, but it is also essential for the survival of the business itself.