Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them! Phase 3 – Target

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!
Phase 3 – Target

A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™ by Scott Span!




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 webinar / workshop 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 3 of the Gen Y Recruitment and Retention Lifecycle ™
Target:

In Phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ I discussed the importance of communication; and in Phase 2 the importance in assessing the new Gen Y employees understanding of what they heard, and how they are going to apply that information. Phase 3, Target, focuses on targeting the best possible project and role for the new employee so they feel most productive and engaged.




Similar to Phase 2, Assess, once you have identified the employee’s skills and interests, it is imperative for engagement and productivity to Target a project and role that allows them to utilize their skills and interests while still providing challenge and opportunity for growth.

When targeting the new employee’s assignment, consider one that is congruent with the position they were hired to fill. If the employee was hired with specific expectations regarding role and deliverables, then those are what they expect to be doing – with some level of acceptable variation. It is highly likely they accepted the position based on the fact that was communicated to them was also something they feel qualified to do and in fact have an interest in doing. For example, if the employee interviewed for a marketing position with a focus on email marketing, then assign them to projects with deliverables in this area, not projects with deliverables that are more database marketing oriented or even in sales or account management. This contributes to congruence in the actual work they will be performing and what was promised.

One of the biggest frustrations and triggers of disengagement is incongruence in this regard, not properly targeting the tasks with the role they were hired to perform. If the project and role are not targeted correctly to allow for full utilization of the skills they have, and offering opportunity to acquire skills they may not have (particularly those that are required for success), then the new employee may feel they were provided empty promises and thus become frustrated, hurting productivity and engagement. Targeting a role or project that makes them feel useful and gives them comfort from the onset, while also offering opportunity to increase competencies in core areas to which they may be weak (as determined by assess phase), is key to motivation and retention.

Utilize feedback to listen to what the new employee tells you regarding their thoughts, feelings, and ideas on the project and role targeted and assigned to them. Check in often in the first several months. To keep productivity, engagement, and retention high, be open to making potential changes to their role and responsibilities as a result.

• Do they feel the work they are performing is what was promised and utilizing their skill set?
• Are they enjoying their work?
• Do they feel prepared and comfortable to deliver results?
• Does opportunity for challenge and growth exist?

Gen Y is much attuned to differences in “say vs. do”. If you mis-target the best project/role fit for the employee to feel utilized, competent, and challenged, then they may feel unprepared, overwhelmed and potentially unsuccessful in meeting the demands of the organization. This is why it is also necessary (as will be discussed in future phases) to have the proper feedback mechanisms in place that allow the employee to express thoughts, feelings, and frustrations. No one wants to feel this way!

We all want to feel utilized, challenged, prepared and set for success – both in work and in life.

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

Blog Series: Part 2 - So You Hired a Gen Y – Now Get The Most Out of Them!

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!
A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™  

By: Scott Span, MSOD


Phase 2 – Assess

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 webinar / workshop 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 2 of the Gen Y Recruitment and Retention Lifecycle ™ 
Assess:

In phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ I discussed the importance of communication; however, how do you know if what was communicated was understood? That is where phase 2 comes in, assessing the new Gen Y employees understanding of what they heard, and how they are going to apply that information.

Let’s face it; we all hear things in different ways. Remember that game from when you were a child (though a Gen Y was probably busy playing Nintendo), 'whisper down the lane?' By the time the original message traveled through several people to the last person, it was never the same as originally stated by the first person.

It shouldn’t simply be assumed that the new employee has a solid understanding of what was communicated or that they feel comfortable with what they heard. Gen Y appreciates being asked for their opinions, and values the opportunity to share perspectives. It is important to check in and ask them to vocalize their understanding of what was communicated.

How did they interpret what was communicated?

What is their understanding of their new role and responsibilities as it was presented to them?

How do they view where they fit into the organization?
 
Then give thought to how these responses align with the organizations messaging and expectations.

What often happens is you may find two somewhat different interpretations exist of what was communicated. If the employee begins work and they and the organization are not on the same page from day one, it can lead to an immediate mismatch of a cultural fit and skill utilization, leading to decreased engagement and lost productivity. Listen to how the new hire tells you what they heard and how it was communicated, and be prepared to have further discussion. You should be open to make potential changes to their role and responsibilities as a result.

It is important to fully assess the new hires skills, and areas of interest. Often employees are squeezed into a specific role without the organization ever really exploring what they have to offer in other areas. Therefore, it should not be assumed that the new hire does not have skills of value outside the role they have been hired to fill. Various tools and methods can be used to thoroughly assess the employees understanding of their role and responsibilities, as well as their skills, competencies and interests. Gen Y enjoys being challenged, and they enjoy diversity of tasks. It is important to assess these things as it relates to not only the role they will be performing, but also the organizational culture and structure. You may find that they are best suited for a completely different role than they are performing currently; one which may be a better fit and increase engagement and productivity.

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

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!

A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™ by Scott Span!


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

Guest Post for Heather Huhman: 5 things Recent Grads Need to Know About Entering the Workforce!

Note: Written as a guest post for Heather Huhman as seen on her blog   5/24/10.

College graduates faced a tough job market in 2009, but will 2010 graduates face similar challenges? Although layoffs have slowed down, unemployment is at a 26-year high. The National Association of College Employers (NACE) 2009 Student Survey shows that just 19.7 percent of 2009 graduates who applied for a job actually have one. And, according to NACE’s Job Outlook 2010 Fall Preview, employers expect to hire 7 percent fewer graduates from the college Class of 2010 than they hired from the Class of 2009.

Competition is fierce. If you are lucky enough to land a job right of college, what should you do to improve your chances of easing the transition and keeping employment? For starters, understand a few things first:

You’re not the best thing sliced bread! It’s ok to express new ideas, to request new challenges, and to want to gain a promotion; however, respect the politics, culture and communication practices of your organization. Understand opportunities may present themselves – but you won’t be the CEO overnight.

If you have needs, communicate them. Don’t get frustrated if your organization doesn’t do everything the way you think is most beneficial to success. Don’t assume those around you are mind readers. Much like in a college lecture hall when you raised your hand to ask a question, speak up and communicate your concerns as well as ideas for positive changes. Ask questions to help better understand your roles and responsibilities and organizational culture, and do so in a manner appropriate to your organization.

You can’t do it all alone. The use of technology and drive for quick success can often impede the capacity to forge relationships. Some people from other generations may place more value on face-to-face communication as a way to build lasting relationships over time. Some day you will have your bosses’ job; however, not yet. Instead of focusing on what you will do when you get their job, focus on building relationships with them now. You’ll need support and mentoring as you progress in your career.

Pay attention to the culture. You’ll never find an organization that offers everything on your “work-life balance” list. Decide what’s most important to you. Two of the biggest complaints employers have of recent graduates is that they demand too much too fast, and they often leave the company within just a few years. If you understand the organizational culture, you can determine if it matches your needs; it then becomes much easier to avoid these types of obstacles.

Learn when to shut up. Open communication is a valued trait; however, that doesn’t mean say everything that is on your mind. This doesn’t mean don’t be yourself. However, sometimes it’s best to keep certain religious, political and social views out of the workplace. Be cautious to not over criticize those you work with, particularly in public. When utilizing forms of social media, be careful what you say about your organization and those who work there. Don’t just utilize social media to complain, if you like where you work share that with your friends; you may even get a referral bonus if they join your organization.

So what is the moral of the story? Recent graduates are still a fast-growing group within the workforce. Transitioning from college to “reality” can be a tough adjustment. As you make the transition, try and keep an open mind and maintain a level of understanding and communication with those at your new workplace. Remember, your boss isn’t your college professor; you can’t negotiate for your paycheck the way you may have been able to negotiate for you grades. For additional advice, read #ENTRYLEVELtweet: Taking Your Career from Classroom to Cubicle.

As seen on the Ellen DeGeneres Show May 21, 2010, “Laugh, Dance, Graduate” and then be prepared for what lies ahead!

Guest Post for Selena Rezvani: 5 things Gen Y Needs to Know but no one is Telling Them

Guest blog written for Selena Rezvani as seen on her blog nextgenwomen

You’re not the best thing sliced bread!: It’s ok to express new ideas, to request new challenges, and to want to gain a promotion; however, respect the politics, culture and communication practices of your organization. Understand opportunities may present themselves - but you won’t be the CEO overnight.

If you have needs, communicate them: Don’t get frustrated if your organization doesn’t do everything the way you think is most beneficial to success. Don’t assume those around you are mind readers. Speak up and communicate your ideas for positive changes, and do so in a manner appropriate for your organization.

You can’t do it all alone: Gen Y’s attachment to technology and drive for quick success often impedes the capacity to forge relationships with other generations. Some people from other generations may place more value on face to face communication as a way to build lasting relationships over time. Some day you will have your bosses’ job; however, not yet. Instead of focusing on what you will do when you get their job, focus on building relationships with them now. You’ll need support and mentoring as you progress in your career.

Pay attention to the culture: You’ll never find an organization that offers everything on your “work life balance” list. Decide what’s most important to you. Two of the biggest complaints employers have of Gen Y is that they demand too much too fast, and they often leave the company within a few years. If you understand the organizational culture, you can determine if it matches your needs; it then becomes much easier to avoid these and other obstacles.

Learn when to shut up: Open communication is a valued Gen Y trait; however, that doesn’t mean say everything that is on your mind. This doesn’t mean don’t be yourself. However, sometimes it’s best to keep certain religious, political and social views out of the workplace. Be cautious to not over criticize those you work with, particularly in public. When utilizing forms of social media, be careful what you say about your organization and those who work there.

So what is the moral of the story? Gen Y is a fast growing group within the workforce. They are an innovative, talented, and ambitious generation. Gen Y can be a positive asset if properly understood. Understanding comes from communication. Gen Y needs to take some responsibility for increasing cross generational communication and understanding, and a first step in doing this is to acknowledge that they too still have much to learn.

Guest Post: 4 Strategies for Retaining Gen Y Women by Selena Rezvani

One of Tolero Solutions philosophies is that of collaboration. With that philosophy in mind, we are honored to share with you our newest guest post from our colleague and expert on women in the workplace, Selena Rezvani. Selena's goal is to propel more women into the top echelons of businesses — an objective she achieves through her writing, coaching, and speaking engagements. Selena wrote her debut book, The Next Generation of Women Leaders: What You Need to Lead but Won’t Learn in Business School (Praeger, 2009) while pursuing her MBA at Johns Hopkins University, where she graduated first in her class. Selena also has an MSW from New York University. For more on Selena, visit: www.nextgenwomen.com.

In this post, Selena shares the four strategies for retaining Gen Y, an ever growing part of the current workforce. Valuable and informative advice!

4 Strategies for Retaining Gen Y Women! 

Gen Y women present one of the most viable pipelines of talent, and yet many companies are missing the boat in engaging this group.  Gen Y women are better educated than any cohort that have come before them, are graduating with the majority of advanced and bachelors degrees, and according to a Families and Work Institute survey, have a hunger for jobs with responsibility.   

If being well-credentialed and ambitious aren’t enough, companies have another reason to care about this group.  They are likely to have children when they hit the age range of 25-30 years old, off-ramping from the work world and taking their institutional knowledge with them. 

A well known fact, work flexibility is more important to Gen Y than any other generation.  And for new mothers, a little flexibility on the part of the employer can engender loyalty and translate to less turnover.  Consider Aetna’s story.  When the company increased the length of its maternity leave, retention of new mothers increased from 77% to 91%, according to a report by The Institute for Women’s Policy Research (IWPR).

Not everyone’s listening though.  An example of a field that’s doing a poor job of engaging young women is law.  Here’s a world where face time and billable hours are valued more than results, a concept that Gen Yers find ridiculous.  Career paths in law are extremely limited, and there is only one brass ring to aspire to: partner.  What’s more, according to a Rutgers study, the number one reason that women lawyers surveyed left firms was an “unsupportive work environment.”  Many firms that do extend work/life offerings to employees haven’t managed to make it part of the culture, so people still feel a stigma attached to using such benefits.  The data says it all: according to Catalyst, while 1 in 8 women lawyers work part-time, only 1 in 50 men lawyers do.

What can companies do to ward against losing young female talent? 

Implement Rotational Leadership Programs

Numerous employers of choice have long promoted leadership programs that involve intensive rotation.  Many look for high-potential employees who can fill leadership roles in the future.  Implementing a rotational program gives young women exposure to the company, its different functions, and most important, a broad array of people.  Given that most girls and young women don’t learn about leadership topics, the exposure to so many functional areas can only serve to strengthen a young woman's career.  Companies that offer diverse experiences not only guard against employee boredom, they show a commitment and investment to their new employees right off the bat.

Value Results, not Hours

Within many companies, you can’t have a challenging role that also allows you to have a personal life.  A critical imperative for companies who want to hold on to Gen Y is to deliver engaging work while allowing a woman to have boundaries.  Since Gen Y believes strongly in an anytime/anywhere work model (as long as I meet my targets), many companies can take a page from Best Buy’s book.  The electronics leader has implemented a Results Only Work Environment (ROWE) where output is measured rather than hours and facetime.  This is particularly important for working mothers, who simply cannot compete with the amount of facetime men can put in on the job.

Teach Them to Say No
Many of us forget that we can say no to projects.  Encourage Gen Y women to look for value-adding activities and say no to others.  Value-adding activities allow them to be visible across the organization, have a strong tie to the organization’s strategy or bottom line, and allow young women to partner with those in other departments.  Encouraging a culture where you’re allowed to have preferences, and act on those preferences, goes a long way with Gen Y women.   

Mix Up Work Formats
The current corporate business model sends the message that “you need to conform to us, we won’t conform to you.”  And yet, a major motivator for Gen Y is to have cafeteria-style choices in terms of work format and benefits.  Rather than thinking only in black and white, consider the gray area.  When offering mothers maternity leave, allow for fade-in reentry programs that allow women to slowly build back up to their original hours. When offering healthcare benefits, encourage Gen Yers to choose where their dollars are spent.  This generation has grown up with incredible levels of customization and naturally expects choice at work. 

Regardless of generation, we know that a one size fits all approach doesn’t work.  Retention and engagement aren’t about requiring that people fit a mold, they’re about meeting people where they are.

So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™!

We can't escape the fact that Gen Y/Millennials are going to transform the workplace over the next five years. By 2014 there will be more than 58 million Millennials employed in various organizations in the U.S. alone. Employers must begin adapting to the challenge of these generations to remain sustainable. Having cross generational strategies for retention and engagement can save a company a significant amount of money every year in turnover, training, recruitment, and lost productivity.

In my previous Gen Y post Gen Y Recruiting Tips: The Candidate Perspective I discussed some positive ways to attract and recruit Gen Y. After the offer is accepted, the next step is on boarding, but it doesn’t end there. Now the organization must focus on engagement and retention.

To assist clients in this process I have developed the Gen Y Recruitment and Retention Lifecycle ™ which consists of 6 phases. This approach is customizable pending specific organizational cultures and desired outcomes. I will discuss possible action items and solutions for each phase in future posts. In this post I will highlight the phases at a high level:

1) Communicate: Gen Y values and thrives on open, honest, and concise communication in all directions. Once they begin work it is imperative to clearly communicate (be specific, don’t assume) to the new Gen Y employee their roles and responsibilities and the organizations expectations. Communication should not stop there, explaining the organizational culture, “how works gets done, how we do things around here” is also of importance. Be authentic. Gen Y performs better within a defined (though not overly rigid) structure with clarity of expectations.

2) Assess: It shouldn’t simply be assumed that the new employee has a solid understanding of what was communicated and or that they feel comfortable with what they heard. It should also not be assumed that the new hire does not have skills of value outside the role they have been hired to fill. Assess the employees comfort level with what was communicated. Often inconsistencies and in congruencies can exist. Assess the employee’s skills, expertise and interests. Various tools and methods can be used to thoroughly assess the employees understanding of their role and responsibilities and their skills, competencies and interests. It is important to assess these things as it relates to not only the role they will be performing but also the organizational culture/structure.

3) Target: In determining the new hires placement in the organization it is important to target the best project/role fit that will maximize performance and engagement of the Gen Y new hire. In determining where they should be placed and what they will be working on, it is imperative to attempt to give them an assignment that is congruent with the position they were hired to fill. Gen Y enjoys a challenge; however, they also expect to utilize the core skills for which they were hired. Target for full utilization of the skills they have (giving them comfort from the onset), while also offering opportunity for them to obtain skills they may not have, particularly those that are required for success (challenge.) This approach gets them doing the work they feel competent to perform and increases competencies in core areas to which they may be weak (as determined by assess phase).

4) Utilize: Gen Y expects to be utilized. If they don’t feel they are being utilized to the fullest potential they often become promptly disengaged. From the onset, utilize the Gen Y employee to their fullest potential drawing on past experiences, knowledge and interests. To gain maximum productivity from Gen Y, it is important to make them feel both utilized and challenged. In offering them the opportunity to feel useful, by utilizing them in ways that allow them to apply interests and areas of expertise, productivity is likely to increase. In addition, attempt a role fit or job rotation that will allow for continued growth and development and provide the opportunity to acquire new skills to which they have an interest and may also be an asset to the organization.

5) Feedback: Gen Y places a high value on open and honest communication, in all directions. As frustrating as this may be for some other generations, constant feedback is an almost critical ingredient in performance and job satisfaction. It sometimes seems as if this younger generation has an insatiable appetite for praise. And if they don't receive the recognition they feel they deserve, they may be more likely to bail out of their jobs for greener pastures. The simple reality is that Gen Y has been raised in an atmosphere of high expectations, plenty of feedback and heaps of praise. They have received feedback on class assignments at each stage of development and are used to getting support throughout the completion of tasks and projects. Provide timely and meaningful feedback as to the employees performance as they progress. Create a safe and trusting work team where the employee can feel free to illicit feedback which may assist in productivity, growth and development and innovation.

6) Coaching: Gen Y values opportunities for growth and development. The next step beyond feedback is coaching. Coaching shouldn’t just be for managers and executives, after all if you can retain Gen Y employees they are eventually going to be the next set of leaders in your organization. To maximize productivity and retention, provide additional coaching for the employee as needed, providing direction to increase in certain competencies or skills, and in areas that may not be noticeable to the employee such as cultural nuances and politics. Coaching will increase the employee’s level of competence and significance and thus increase engagement, performance and retention.

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 learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at info@tolerosolutions.com .

Gen Y Recruiting Tips: The Candidate Perspective.

Job ads for recruiters and HR Generalists are on the rise. This is a good sign that the economy is starting to improve. As Gen Y are an ever growing part of the applicant pool companies may need to reevaluate their Gen Y recruiting strategies to meet workforce demands.

Recruiting today seems to be a rush job and a one size fits all approach. Recruiters get a position description and scour the internet for a match. Recruiters find a CV that matches the position description and send an often canned, cold and generic email. Recruiting has become less and less personalized.

Many companies do not embrace a diverse recruiting strategy that mirrors the current diverse pool of applicants. This approach is not always the best means to attract certain qualified talent, particularly Gen Y talent. I’ve seen minimal use of cross generational recruiting; meaning lack of adapting the recruiting strategy and approach based on different demographics. A Baby Boomer will not respond to the same style and approach of recruiting as a Gen-Y’er.

Generations view things differently and thus expect different ways of being recruited. With an ever changing and more diverse workforce, recruiting must become more unique and customized if organizations wish to attract the best possible Gen Y talent.

First Contact: Gen Y values a personalized touch. A canned and generic email will often turn them off immediately to a potential new position. If sending an email inquiry to a potential Gen Y candidate, use their name, not “dear candidate.” Take the time to discuss why you think they may be a fit for the role as it relates to their own experience. This lets them know you have actually reviewed their CV and job goals and not just mass emailed based on a keyword search. Gen Y also values details, so for the quickest possible response, include the job description, and why you see them as a fit in the first correspondence.

Response: Gen Y is a tech savvy generation. If first contact regarding a possible new role peaks their interest, they waste no time in responding. They utilize the technology at their finger tips (Wifi, Blackberry email etc.) to promptly express interest. They expect the same in return. If your organization has high interest in the candidate, then don’t let communication lapse. Respond proactively, promptly, and personalized with establish next steps.

Expectations: Once the time for the first conversation has been set, use that time to set clear expectations with the potential Gen Y candidate. Take the time to explain in detail what they can expect in the new role and from the organization, and what would be expected of them. Be congruent, honest, and transparent about everything from salary and work life balance, to culture and roles and responsibilities. Gen Y is very tuned into organizational culture. One of the main reasons Gen Y talent tends to leave an organization within the first year is because what they were told they can expect is not the reality. Try and prevent this from the first conversation.

Interviewing: Be prepared for Gen Y to ask detailed questions regarding not just the potential role but the organization overall. Gen Y views interviewing as a two way process. Often recruiters don’t have the specific information required to answer certain questions. If this is the case, make sure the people the candidate interviews with are knowledgeable of the various parts of the organization and can answer specific questions.

Offer: If the process leads to making a job offer, then do not only do so in writing, but also make the personalized phone call. This call should come from the person who will be the candidate’s direct supervisor. Often disconnects exist between recruiting and the actual departments and managers who the employee will be working with. Gen Y values open and honest communication in all directions. Having the opportunity to speak directly with the individual they will be reporting to offers them the opportunity to begin to build a relationship immediately and get any last minute questions and concerns addressed.

After the offer is accepted, the next step is on boarding, but it doesn’t end there. Recruitment is phase one, once the employee joins the organization focus must be placed on engagement and retention. I will discuss more about these topics in future posts.


Helpful Info:

www.recruitingtrends.com
http://employeeengagement.ning.com

Generation Y- Not: Gen Y in The Workplace

I’m passionate about Gen Y in the workplace. Gen Y is a rapidly growing part of the workforce and they are changing the way we do business. Yet little is known about them and how to get the best out of them in the workplace. Managing generational differences has become an increasingly growing area for OD work. In today’s diverse and ever changing business environment, it is imperative to the areas of retention and engagement for organizations to successfully communicate across generational boundaries. With that in mind, you will notice this as a frequent topic discussed on the Tolero Solutions Think Tank blog.

So how does a leader effectively manage, engage, retain, and communicate with Gen Y? What makes Gen Y different at work? How will those just embarking on their careers work and play? What are the technology and culture shifts occurring in the workplace? These are just a few topics we will explore.

As a Gen Y’er myself, who also does work in generational management, I have a few thoughts at what makes us different at work. Gen Y’ers believe in a work hard play hard type of environment. This generation doesn’t see the need to be attached to a desk for eight hours a day if they can get their work completed in six. Gen Y want something beyond an all consuming career. They want true work life balance. They believe they can raise their children, spend time with family and social networks, and still meet challenges and achieve goals at both home and at work. If work can be done at home, or a conference call can be had while at a soccer game for their children, they expect that flexibility.

Per the technology and culture shifts that are occurring (and need to stick in any organization that wishes to attract and retain Gen Y and younger talent), simply put the use of new and up and coming forms of technology are a necessity. Gen Y is used to technology; some were even born with it at their fingertips. They aren’t scared of new technologies and adapt fast to new innovations. To attract, retain and engage Gen Y don’t shy away from new technologies that enable telecommuting or virtual work environments, or that help contribute to work life balance. Utilize video teleconferencing, Webinars, laptops with wireless access. Technology can be used to encourage group and project based work. Use technology to build in collaboration, create informal team building exercises, and as leverage for positive public relations for your organization.

Regarding culture, open and honest communication and a culture of performance rewards is a necessity. Gen Y believes that communication is key in all directions, up, down, and lateral. To get the most out of Gen Y at work, create an environment where they are encouraged and rewarded for speaking up regarding ideas and concerns, regardless of level in the organization. Add a structured coaching or mentoring program to your organization. Build in monthly or quarterly development check-ins and create a space for discussion. Communication often leads to innovation, increased trust, and engagement. Gen Y has a low tolerance for political bureaucracy and doesn’t buy into the “tenure” or “chain of command” approach .They believe results, not years of service or level in the organization, drive team success. Consider changing the structure of your organization to a more flat model with less hierarchy and more rewards based on merit and performance, not tenure and title.

These technological and cultural shifts are not going away any time soon as Gen Y is a growing part of the workforce, to attract and retain Gen Y talent organizations must remain flexible.

Check out our article: Generational Engagement-Top 10 Ways to Engage Gen Y Employees!


http://www.tolerosolutions.com/pdf/1254979910-Generational_Engagement.pdf

If you are looking for specific ways to attract, retain, and engage Gen Y, or think your organization may benefit from exploring generational differences, please revisit our blog in the future. You may also contact Scott Span at Tolero Solutions for additional information. scott.span@tolerosolutions.com