How to Recruit and Retain Employees from Different Generations
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At staffing firm Winter, Wyman, we have found that where a
person sits on the generation continuum can affect how they make their decision
to take or reject a position, as well as affect their decision to remain with
their employer. As we have worked with tens of thousands of individuals over
the last 35 years during their job searches, we have an informed perspective on
what each generation values in its careers and employers.
Here are some of our findings, distilled from years of
working with these candidates, on the different generations’ key criteria for
job selection:
Baby Boomers (born
1946-1964)
- Location - The less the commute
the better. Boomers have put in their long hours, and as they age, they
increasingly value balance. They no longer wish to work a 70-hour week or
commute an hour to and from work.
- Loyalty and work ethic - Boomers respect employers with established
policies who play by the rules. The parents of boomers were from a
generation that had a strong employer/employee commitment based on trust
and tenure. This upbringing has made it desirable for them to work for a
company that is loyal to its employees and values hard work and years of
dedication.
- Financial security and stability -
As individuals age, they become increasingly risk averse, especially with
finances. The dot.com years taught
many lessons, including that stock options and big payouts are promises,
not guarantees. Boomers seek
opportunities with short-term financial rewards and long-term financial
security, including retirement, 401(k), pension and stock plans.
- Opportunities for post-retirement
employment - A newer phenomenon is happening now where those people on
the cusp of traditional retirement age either can’t afford to stop working
or feel like their lives will be less fulfilling without work of some
sort. The dream of playing golf
seven days a week doesn’t resonate any more. Instead, boomers are
interested in active retirement or flexible, snow-bird or part-time
arrangements. Employers should tap into this experienced and skilled
talent pool with reduced hour opportunities or other flexible
arrangements.
- Ways to mentor other generations and
pass the torch - At this stage of their careers, boomers seek meaning
and balance. They want ways to give back and share their experiences. They
have worked hard in their roles, accomplished success and desire a way to
share their knowledge with others.
Generation X (born
1965-1980)
- Employer stability - Generation
Xers were among the first children to see their parents laid off multiple
times by corporations that no longer valued loyalty or were financially
affected by multiple recessions.
They value long-standing companies, with strong portfolios, plans
for the future and longevity.
- Forum for questioning authority -
Having either been raised by parents who grew up in the 60s or born
themselves during this free-spirited time, Gen Xers have been taught that
rules don’t always apply. Again,
they have seen their parents’ loyalty go unrewarded – blind loyalty is not in their DNA.
- Flexible work arrangements and
work-life balance - Gen Xers have worked hard since joining the
workforce and are now in their prime child-rearing ages, so family is
first in their lives. They are also a generation of working parents, so
they seek, and often need, assistance from their employers in order to
have the time or means to care for both growing children and aging
parents. Because their lives are
often filled with the stress of work and life, they seek opportunities for
balance and ways to recharge their batteries.
Millennials (born
1980-2000)
- Free agency attitude and work
arrangements - For Millennials (also known as Generation Y), employer
loyalty is earned on a daily basis. They are not afraid to switch jobs at the hint of greener grass –
or when things don’t seem to be going their way at a current job. For those who believe in karma, the free
agency attitude of Millennials could be the other side of the coin to the
lack of loyalty shown by companies during the merger mania of the past 20
years.
- Socially conscious employers - For
both Millennials and Gen Xers, an employer must be civically minded and
socially aware. These generations
grew up with exposure through the media and Internet to images and stories
of social causes in the U.S. and abroad. Volunteering has been a way of life for these two generations, and
the Millennials in particular will seek out employers who provide
community development opportunities and have a strong commitment to civic
and environmental causes.
- Independent contributions within a
team environment - Millennials grew up in team environments – from
school projects to youth sports – and seek work opportunities that are
structured this way.
- Meaningful work - The generation
that has been taught that it will always succeed at whatever endeavor it
tries, Millennials want to add value to their organizations from day
one. They are not happy shuffling
papers or paying their dues. They want to contribute immediately and need
to feel that their work has meaning.
- Cutting-edge technologies and
companies - Millennials value new things and an old, staid work life
is not important to them. They want
to work for companies that are industry leaders, are cutting edge and
have the latest technologies and resources available to them.
- Education - The youngest working
generation wants to be someplace where they can grow professionally,
personally and academically.
- Forums to provide input -
Millennials not only want the ability to communicate up and down in a
corporation – they expect it.
Formal processes for communication only go so far with this
generation. They believe in open door policies and that they should be
able to speak freely and give their opinion to anyone in the organization
at any time.
- Flexibility in roles and schedules,
casual attire, and a comfortable environment - Flexible arrangements,
from work hours to casual attire to a comfortable environment work
better for this generation than a strict, button-down culture.
Because each job seeker is a unique individual with his or
her own set of wants, desires and requirements – not to mention skills and
experience – hiring managers must be careful not to fall into the trap of
over-generalizing employees and potential employees based on their age or
generation. However, by knowing the
general values outlined above, they are better able to look for ways to recruit
and retain employees from all generations.
Understanding what motivates an individual and how he or she
navigates the workforce is key to offering them the right job and the right
benefits. And it is a capable recruiter’s job to do his or her homework, to
know their clients and candidates, and to find the right match.
Dave Sanford is Executive Vice President, Client Services
of the Winter, Wyman Companies, one of the largest and most recognized
staffing firms in the Northeast, currently serving clients in the New England
and metropolitan New York job markets with additional technology contracting
capabilities nationwide. www.winterwyman.com.
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