How to attract young talent? How to limit the turnover of young people in your company? How to be an attractive brand for a young person of generation Y or Z? Here are 3 obvious but important tips to keep in mind.
Despite unemployment and the difficulties for young people to find a job, more and more executive recruiters or HR managers say that it is becoming increasingly difficult to attract, recruit and retain young talent in the company. How can this paradox be explained? If it is true that 23% of young people under 25 are currently unemployed, it is also partly because of the profound mismatch between the aspirations of these young workers and the proposals made by executive recruiters. Today, it is no longer enough to offer a job to see hundreds of candidates with the best profiles and the most suitable skills.
As with consumption, young people’s demands are changing. Here are 3 tips to follow to attract, recruit and retain these young talents.
1. A correct pay, but above all a fair pay
Obviously, the first thing potential candidates see when they look at an offer is compensation. Too many employers, especially in start-ups, believe that it is normal to expect to recruit a young person with a +5 baccalaureate or higher, sometimes with several years’ experience, at a rather low salary. However, remuneration remains the fundamental criterion for all those seeking a professional opportunity. This is confirmed by the 2017 Society for Human Resource Management job satisfaction study.
However, this does not necessarily mean that extremely high salaries are to be expected. Most of the time, especially at the beginning of a career, the aspirations of young talent in the labor market are quite reasonable. In fact, according to the SHRM study, it is not only the remuneration itself, but also the way it reflects fairness and transparency within the company that matters to young people. In concrete terms, this means that as long as a remuneration seems fair, equitable and transparent, it can satisfy a potential employee. On the other hand, it is difficult to accept a lower remuneration if it seems disproportionately low in relation to the company’s profits, or the remuneration of the company’s shareholders, or even that of its executives or managers.
In short: offering a correct pay is important, but what is fundamental is above all that the remuneration is fair and equitable.
2. Trust and kindness
The second fundamental aspect of attracting a candidate (and especially young people) is trust and caring at work. The SHRM study shows that more than 2/3 of workers believe that a respectful mutual relationship is the most important aspect of an employment relationship. And this is particularly true among young people: all studies on happiness among the younger generations tend to show that they attach particular importance to the atmosphere at work, to the relationship of respect and trust that is established with their superiors.
It is difficult to attract young talents with an old-fashioned management style, based on permanent control, mistrust and difficulty in dialogue. On the contrary, according to the SHRM, we must focus on “openness”, “dialogue” and “transparency”. You have to be able to assign responsibilities to your recruits while creating a true caring relationship in reporting relationships. In fact, the companies that are the easiest to recruit and retain talent, those that are often at the top of the rankings on well-being at work, are often those that have adopted a benevolent management approach based on constructive exchange.
3. Flexibility at work
Finally, according to the SHRM, flexibility at work is also fundamental. Among those who say they want to stay in their company in the next 12 months, 34% cite flexibility as the main reason for their choice. Just behind remuneration, this is the second criterion that encourages people to stay in their company! In other words, if you offer a flexible policy to your employees, a policy that allows them to combine their professional and private obligations, they are likely to want to stay.
The balance between professional and private life is indeed one of the most important issues for the new generations, who favour teleworking, co-working and all forms of “nomadic” work that make it possible to avoid the hardships of home-to-work transport, or to combine the worries of daily life with work. More and more professions allow this flexibility of schedules and new technologies make these new practices possible, by making communication ever more instantaneous.
Of course, measures such as teleworking are not always possible depending on the type of job, but it is often possible to give employees a little more flexibility to manage their schedules (always as part of the work to be done).
Justice, transparency, trust, benevolence, flexibility: these are all criteria that today are at the top of the concerns of workers, and in particular young people who are increasingly the core of the workforce for all companies.