How to Recruit Top Talent Across Generations

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In this webinar you will discover that generational differences do not affect recruiting top talent. Across all of the generations there is much in common. They share attributes, goals, preferences and practices that can be effectively leveraged for recruiting success.

According to conventional wisdom, successful recruiting now requires that we carefully tailor our sourcing and selling strategies to the differences among America’s generations. It’s certainly a logical perspective given the real differences in values, behaviors and aspirations among the groups.

But here’s the rub: we aren’t recruiting generations, we’re recruiting talent. So, what’s important is not what makes talented people different, but rather, what makes them alike. And, the most talented among Millennials, Gen Xers and Boomers have a lot in common. They share attributes and goals, preferences and practices that can be effectively leveraged for recruiting success.

In this program, you will learn:

* The key attributes that the best talent of all generations have in common
* How those attributes coalesce into a unique persona – the “Career Activist”
* The empirical data confirming the rise of career activism among top talent
* The conceptual foundation for a recruiting strategy targeting Career Activists
* The Best Practices for sourcing and recruiting Career Activists in all fields
* How to optimize the candidate experience for Career Activists

For more, visit http://www.monsterthinking.com

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  • 62% of companies are now trading up
  • How to Recruit Top Talent Across Generations

    1. 1. The Non-Generational Talent of America’s Workforce<br />Presented by:<br />Peter WeddleAuthor and Columnist<br />February 2, 2011<br />If you cannot hear the presentation through your speakers please dial 800-584-2088 to listen through your phone line.<br />http://www.facebook.com/monsterww<br />@monster_works <br />@monsterww <br />http://www.monsterthinking.com/<br />http://www.youtube.com/user/MonsterVideoVault<br />
    2. 2. Ageless Upskilling<br />
    3. 3. Our Recruiting Challenge<br />Difficulty<br />The War for Talent<br />The Labor Market<br />The War for Any Talent<br />The War for the Best Talent<br />Time<br /> 1991 1997 2001 2008<br />
    4. 4. What is the Best Talent?<br />Rare skill holders<br />Certain IT professionals<br />Machinists<br />Engineers<br />Nurses<br /> Deter a performance deficit<br />Rare performers<br />McKinsey & Co. Report<br />“A” level talent<br />The missing cohort<br /> Gain a performance edge<br />
    5. 5. The Conventional Strategy<br />Focus on Work Values<br />
    6. 6. The Non-Generational Strategy<br />Career Activists<br />Focus on Aspirational Values<br />
    7. 7. Career Activists<br />Individuals who:<br />See themselves not as a free agent, but as a “freed agent”<br />The true definition of work-life balance<br />See themselves not as a job seeker, but as a “person of talent”<br />The true definition of talent<br />
    8. 8. Their Aspirational Values<br />Career Activists have a number of shared values, but among the most important are:<br />They believe in continuous self-improvement<br />Act as a “work in progress”<br />They seek to excel at their work<br />Proactive about career advancement<br />
    9. 9. You Already Recognize Them<br />20042008<br />Hiring bonuses 61% 70%<br />Pay above market 25% 31%<br />Market adjustments 55% 65%<br />Retention bonuses 27% 38%<br />Source: SHRM<br />
    10. 10. Proof of Their Arrival<br />American workers determined to perform at their peak as freed persons of talent<br />
    11. 11. How Do You Recruit Them?<br />Don’t focus on their differences; focus on the A-values they share<br />They seldom look for a job<br />Aspiration-based advertising<br />They care deeply about organizational culture and vision<br />Aspiration-based corporate career site<br />They expect to be respected<br />Aspiration-based recruiting process<br />
    12. 12. Aspiration-Based Advertising<br />Work-Based <br />Job Postings<br />A cure for insomnia<br />Generic or exclusive<br />Requirements & Responsibilities<br />Informational<br />Aspiration-Based <br />Job Postings<br />An e-brochure<br />Targeted<br />What it’s like to work there<br />Persuasive<br />Whether distributed to job boards, social media sites or both<br />
    13. 13. An e-Brochure<br />WI-C++ Programmer-$1.2M Bonus<br />Get a one-of-a-kind growth opportunity!<br />Are you looking for a challenge that will push you to excel in your field?<br />Are you searching for an employer that will enable you to do your best work? <br />Then, the ABC Company must be the next step in your career. <br />This senior level C++ programming position pays $75-85K per year and will put you on the fast track to even greater success.<br />The ABC Company, a leading producer of flat panel solar displays, is ramping up for major growth in the years ahead. Our IT Department recently won the prestigious …<br />Best Practices<br /><ul><li>A title that sizzles</li></ul>LSS<br /><ul><li>Content that sets people in motion</li></ul>S-ABC-S<br /><ul><li>Vocabulary that connects with talent
    14. 14. Format that works on the Web</li></li></ul><li>Aspiration-Based Career Site<br /> Personalization<br />Channels/villages<br />Workforce cohorts<br /> Content<br />Tailored to career fields<br />60% career/40% search<br /> Social networking<br />Company-individual<br />Peer-to-peer<br />Company-community<br />
    15. 15.
    16. 16. An Aspiration-Based Process<br />great<br />3 integrated processes covering 16 touch points that influence 1 hire<br />Sourcing the<br />Candidate<br />e-Brand statement<br />Advertising venue selection<br />Non-advertising sourcing <br />Brand and Job advertising <br />Application method/feedback<br />Career site design/mgmt<br />Pre-qualifying screen(s)<br />Assessment test(s)<br />Interview logistics<br />Interviews<br />Feedback/status information<br />Background checks<br />Relationship building<br />Offer communication<br />Post offer communication<br />Reinforcement <br />INTEREST<br />Evaluating the<br />Candidate<br /><br />An expectation that comes true<br />EDUCATION<br />Selling the<br />Candidate<br />ENGAGEMENT<br />
    17. 17. An Expectation That Comes True<br />“Our success depends on your success. Our ability to accomplish what we set out to do is based primarily on the people we hire – we call each other ‘partners.’ We are always focused on our people. We provide opportunities to develop your skills, further your career, and achieve your goals.”<br />Touch Point #10: Interviews<br />Starbuck’s Way<br />Touch Point #16: Reinforcement<br />Starbuck’s Way<br />
    18. 18. Three Truths<br />We don’t hire people for their work preferences; we hire them to excel<br />We can’t promote our organization’s success by focusing on our differences, but we can do so by focusing on our similarities<br />The key to success in the War for the Best Talent is a non-generational cohort of the workforce best described as career activists<br />
    19. 19. Thank you & Questions<br />Peter WeddleAuthor and Columnist<br />peter@weddles.com<br />www.weddles.com203.964.1888<br />Publishing for Individual & Organizational Success<br />WEDDLE’s 2011/12 Guide to Employment Web Sites<br />WEDDLE’s Guide to Association Web Sites<br />Work Strong: Your Personal Career Fitness System<br />The Career Activist Republic<br />Recognizing Richard Rabbit: A Fable for Seekers<br />Research <br />Consulting<br />Training<br />“When in doubt, consider WEDDLE’s … an industry standard.” HRWIRE<br />

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