Phase 1 – Communicate
In a previous post So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™! I provided a high level overview of my Gen Y Recruitment and Retention Lifecycle ™ model, designed to help recruit, engage, and retain Gen Y. The article and associated webinars/ workshops have generated positive feedback, and much discussion; due to the high demand, I’m writing a 6 part series that details possible strategies to get the most of your Gen Y employees.
Phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ - Communicate:
Gen Y values and thrives on communication in all directions. Open, honest, and transparent communication is essential from the onset of recruitment. This type of communication can be built into recruitment strategies in several ways. First, to successfully attract the broad array of demographics and skill sets for a competitive and sustainable organization, you can not simply take a one size fits all approach to recruitment. The recruitment strategy must be diverse. Different generations are attracted by different styles and vehicles of communication.
In recruiting Gen Y, develop a clear and concise message, and stick to it. Make sure your messaging highlights what they can expect and also what the organization expects from them. Gen Y wants “Twitter” information, so sum up what you have to offer and how you see them contributing in 140 characters or less. To this point, utilize social media for recruitment: Twitter, Facebook and other venues. One of the first things Gen Y will think about when they consider joining an organization is – What’s in it for me (WIIFM)? Make sure your messaging highlights what they can expect and also what the organization expects from them. Being on the same page from day one helps assure a better cultural fit, and minimizes misunderstandings and frustrations further down the road. Additionally, treat Gen Y recruits as customers and be prepared for their desire to include peers and parents in their decision making process. Gen Y values the feedback of family and peers.
This strategy seems to be working well for one Fortune 500 global organization. Since they revamped their recruiting strategy and materials, to clearly and concisely communicate key messaging and expectations from a demographic perspective, attrition has significantly decreased and engagement has risen significantly, particularly among Gen Y.
Communication is also imperative for retention and engagement of Gen Y. Once they begin work, it is imperative to clearly communicate to the new Gen Y employee not only their roles and responsibilities and the organizations expectations, but also the organizational culture. Understanding “how works gets done, how we do things around here” is of great importance. For Gen Y to be engaged, they like to know where they fit in, and how their contributions are factored into organizational success. Again, it is important to be authentic in communicating with Gen Y; they are much attuned to incongruence.
Gen Y likes to feel connected to the organization on a personal level, so for increased engagement and retention discuss personal goals and values and how the company can help to support them. In developing communications strategies to recruit, retain and engage Gen Y be flexible, be concise, and be honest.
Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in additional strategies and learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at scott.span@tolerosolutions.com
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Interesting post. How do you suggest dealing with giving constructive criticism? There has been much literature about the newer educational philosophy that stresses constant praise. Many Gen Ys have no experience with an honest critique of their abilities, and areas that need improvement.
ReplyDeleteIf a culture develops in which you need to praise people to simply do their jobs, then mediocrity becomes the norm.
Thanks for the comment. I agree much information exists out there on giving and receiving feedback both in general and generational. My view is that praise should be given for performance, not just simply for performing the job, however not all feedback needs to be related to specific job or task performance. I will provide some insights on feedback and coaching of Gen Y in upcoming posts on those additional phases of the model.
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