Employers are planning to hire 10.7% more class of 2019 graduates than they did from the class of 2018, according to the National Association of Colleges and Employers.
Applying for a job and not hearing back (also known as the “resume black hole effect”) is simply not an option when it comes to recruiting the class of 2019 - they want meaningful engagement, and in a low unemployment job market, businesses who want to stay competitive need to provide a seamless candidate experience and have competency will be great.
As this is the first generation entering the workforce that was born with phones in their hands, a mobile touch point is a great place to start with the targeting
This generation is traditionally more creative than its predecessors and is reaching out to companies on Facebook, Twitter, and LinkedIn for job opportunities unlike the earlier generations. Businesses need to respond in a quick manner in order to attract these younger candidates and offer them validation that they will be valued at your company.
Salary isn’t everything. While the earlier generations are mainly motivated by salary, new graduates are looking for much more than that, starting with an opportunity for development. The relationships they create in the work space and the skills they are going to build will be critical, as they view their first job out of college as a stepping stone to sucess and to the next one.
Generation Z was born with phones in their hands and raised with the newest technology already at their fingertips making them well versed. In order to gain attention from this generation, you need to show that your organization is well versed with how to leverage the latest technology in unique and creative ways that will allow them to build upon their existing skills and make them confident in the technology.
Respond quickly, or you might as well not respond at all. The reality is that Gen Zers have always experienced instant gratification and are quick and prefer things quickly and they expect nothing less when it comes to their job pursuits. If you aren’t responding with lightning speed, and through their preferred mediums (text, for example), you are likely to miss out on a large number of top candidates.
Although we constantly hear about this generation embracing social media, it is important to tread lightly in this area as they are well versed with it.
Use social media to build and communicate your brand in smaller, punchier bites rather than big campaigns, and be sure to use direct messaging sparingly and considerately. Visual mediums, such as FaceTime or Skype, and live-streaming play well with this audience, who prefer building trust through face-to-face interactions this is a good option.
The way businesses attract talent is a candidate's first interaction with that company, and leaves a lasting impression whether that process resulted in employment or not and that stays with them. While reaching this generation on their preferred social media is necessary to recruit and engage with them, there is a fine line to be drawn when it comes to personal preferences.
At first it may seem difficult to meet all of the above criteria, but taking these tips into account will provide a much more fruitful recruitment process, and will yield higher recruiter productivity gains and increased application completion rates and recruiting funnel conversion. The generation born with phones in their hands are bound to notice when companies go the extra mile to make them feel comfortable in the recruitment process they develop a positive sense for the organisation.
Generation Z, born from 1997 onward, is the latest generation to hit the workplace they are the ones born after 1997.The arrival of any new generation comes with its own stereotypes, along with questions from older generations about how these newcomers’ work preferences and the impact they could have on the workforce.
According to Dr Robyn Johns, senior lecturer in human resource management at the University of Technology in Sydney, Gen Z is often labelled as self-interested, overconfident, and lacks in the department of personality given how much of their childhoods were spent on and influenced by digital.
“[But] this isn’t necessarily the case,” Johns countered. “Generation Z are good multitaskers and desire and appriciate constant feedback. They also want clear goals, rewards, and personal challenges to keep them involved in the workplace and their personal lives.”
What Gen Z Wants–And What Leaders Can Learn
Who is better than a member of Gen Z to shed light on say what Gen Z actually wants?
“For people of my generation, it’s very hard to get a full-time job, and so people will be working two or more casual jobs and constantly worrying about whether a contract is going to be renewed and where their next paycheque is coming from,” she told CMO.com.
Workplace leaders can learn a lot from her generation, Marks said, particularly around flexibility and working with technology—so much so that Gen Z isn’t afraid to change jobs to work with the latest, greatest technology tools, she said.
This is supported by research conducted by Dell Technologies in 2018, which polled 12,000 members of Gen Z from countries including Japan, Indonesia, Singapore, Malaysia, Thailand, Vietnam, Australia, and New Zealand about their expectations in the workplace. The research found that 97% believe technological literacy matters, 80% of respondents want to work with cutting-edge technologies, and 77% are willing to be technology mentors in the workplace.
“Most young people are interested in working with cutting-edge technology when they leave school, even if they haven’t expressed an interest in working in the tech sector as such,” said Jocelyn Macedo, vice president of human resources, Asia-Pacific and Japan, at Dell Technologies. “Employers need to be ready to accommodate this expectation.”
Despite Gen Z’s enthusiastic response to technology, workplace leaders may be surprised to learn that young people want more human interaction. But this doesn’t always happen in the modern workplace, Marks said.
“I’ve never been to the office of my employer,” she said. “Everything is done via my smartphone, text, and email. But in all that I’d like to have more human interaction with my employers.”
“This desire for face-to-face collaboration makes sense when you consider that it helps establish credibility and build rapport and trust,” Macedo told CMO.com. “We need to prioritise human connection but ensure we have the technology to enable these connections, especially when discussing and sharing ideas and opinions with global counterparts.”
Gen Z is highly motivated by social issues and making a difference—in their communities, personal relationships, and at the workplace. Dell’s research found that 38% want to work for a socially or environmentally responsible organisation, and 45% want work that has meaning and purpose beyond getting paid.
“They are very involved in environmental and social causes,” University of Technology’s Johns told CMO.com. “They are one of the most involved generations to date, and they are also one of the most diverse generations, having grown up in and around multiracial and multicultural parents and peers.”
He also noted that Gen Z, having grown up after the Sept. 11, 2001, terrorist attacks on New York, also has an uncertain outlook on the future, which makes them less demanding and more realistic about their expectations of life. At the same time, they are open-minded, which helps to make them more resilient and pragmatic in both their personal lives and in the workplace.
Of note, Dell’s research found what Gen Z wants in the workplace differed from country to country in the Asia-Pacific region, Macedo said. In the Philippines, working for an organisation that is socially or environmentally responsible rates highly, while in Thailand, Gen Z is willing to mentor workers who are not as familiar with technology as they are. This contrasts with Japan, where Gen Z is the least comfortable mentoring others because of a perception that they should already be familiar with technology.
“What’s interesting for me is seeing how our Gen Z team members want to make a difference,” Macedo said. “While having a reliable and steady income matters to them, they are always quick to get involved in initiatives with meaning. ... Leaders, now more than ever, need to be focused on how we enable our team members to connect with activities that add more meaning to the everyday.”
Generation Z is entering the workplace. Because of their high-tech upbringing, they will bring a new set of behaviors, expectations, and preferences into the workplace.
Here are seven changes that Generation Z employees will bring in
77% percent of Generation Z say having a Millennial manager is what they prefer over Generation X or Baby Boomers; this is an increase from 67 percent in 2017.
Organizations must prioritize generational training to ensure the generational gap at work doesn't continue and is not there to expand and result in poor communication, collaboration, engagement, and much more.
28% percent of young employees are frequently or constantly feeling burned out at work, a 7 percent increase over older generations. More specifically, 7 in 10 Millennials experience at least some burnout at work mostly.
Helping Generation Z strike the appropriate harmony between work and life is important and crucial. Burnt-out employees are 63 % more likely to call out sick and three times as likely to quit.
More than 90 % of Generation Z would prefer and want to have a human element and touch to their teams, either working solely with innovative co-workers or with co-workers and new technologies.
Even though Generation Z is the first fully digital generation, they want human elements at work for a personal touch. In fact, 72% of Generation Z want to communicate face-to-face at work they prefer that. And the top two most important and prime factors for Generation Z at work are "supportive leadership" and "positive relationships at work."
For Generation Z, technology is a must, but it's not enough or sufficient enough as well
76 % of Generation Z professionals feel that the skills necessary in today's workforce are different from the skills necessary in past generations.
For the generation that is younger and newer than Google, they approach problem-solving and knowledge-sharing much differently than previous generations. 43% of Generation Z learners prefer a fully self-directed and independent approach to learn as they would want to learn on own.
Generation Z's top platform to learn more about a company is YouTube they prefer watching youtube videos, followed by Instagram, Facebook, Snapchat, LinkedIn, Twitter, and then Glassdoor.
Generation Z's job search approach is a lot different and differs from Millennials and is completely different', who prefer to use employment websites such as Indeed and Monster followed by specific company employment websites. YouTube as a platform is a must for organizations wanting to build a strong employer brand in the eye of Generation Z talent.
6% of Generation Z want multiple check-ins from their manager during the week and monitoring; of those, 40 percent want the interaction with their boss to be daily or several times each day.
More frequent and better feedback can improve retention. Two-thirds of Generation Z (versus less than half of Millennials) say they need feedback from their supervisor at least every few weeks in order to stay at their job.
Feedback delivered to Generation Z should be prompt (as close to the behavior as possible is ideal), swift (one sentence or an emoji will suffice), and tracked (using a service like 15Five can help with this).
63% of Generation Z feel it is very important to work with coworkers with diverse education and skill levels as it will enhance their knowledge as well; an additional 20 percent think that having people of different cultures is the most important element to a team it is very important.
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