Recruiting the Generations


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Describes the key working Generations, how they differ, and what it takes to recruit and retain them..

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Recruiting the Generations

  1. 1. Recruiting and Retaining The Generations Presented by Kevin Wheeler Human Strategy Alignment Conference December 2, 2008 Livermore, CA
  2. 2. The World has Changed Traditional HR/Recruiting Emerging HR/Recruiting Reactive Focus on open positions Proactive Anticipate needs -Running ads -Posting to job boards -Searching databases -Building a talent community -Developing relationships -Development focus -Competitive intelligence Requirements: -Flexible workforce scenarios -Interactive communications Dynamic, on-going Static, One-time Requirements: -Logistics -Static workforce planning -Sourcing capability From CONTROL To CHOICE
  3. 3. Choice is everywhere <ul><li>School </li></ul><ul><ul><li>Rigid curricula to flexible paths </li></ul></ul><ul><li>Work </li></ul><ul><ul><li>Set schedules and work places to flexible schedules and telecommuting </li></ul></ul><ul><li>Careers </li></ul><ul><ul><li>Paths to opportunities </li></ul></ul><ul><li>Relationships </li></ul><ul><ul><li>Fixed to flexible </li></ul></ul>
  4. 5.
  5. 6. From No Choice. . . 1914 Ford drops all colors but black because it is the only color (made in Japan) that dries fast enough.
  6. 7. To Almost Total Choice -Toyota Scion
  7. 8. From One Career and Job to a Choice of Many “The Slash” Worker <ul><li>People with two or more careers increasing rapidly. </li></ul><ul><ul><li>Minister/lawyer, Doctor/photographer, Accountant/carpenter </li></ul></ul><ul><ul><li>“ . . .between 10 and 30 percent of the economically active population had experienced at least one career change in a 5-year period” </li></ul></ul>
  8. 9. Quintessential New Worker Age 27 <ul><li>I work as an internet researcher for a recruiting company based in Cleveland. </li></ul><ul><li>I have an online retail business that I pursue on my own time as well. </li></ul><ul><li>I have a radio show, Research Goddess, on I cover recruiting and research topics on this show. </li></ul><ul><li>I am also an adjunct instructor for SPIU and teach classes on database use and sourcing techniques. </li></ul><ul><li>I also have a blog, Check it out! </li></ul>
  9. 10. Generational Differences <ul><li>Baby boomers </li></ul><ul><ul><li>45-60 years old </li></ul></ul><ul><ul><li>28% of the population </li></ul></ul><ul><li>Gen X </li></ul><ul><ul><li>30-45 years old </li></ul></ul><ul><ul><li>16% of the population </li></ul></ul><ul><li>Gen Y </li></ul><ul><ul><li>20-30 years old </li></ul></ul><ul><ul><li>25% of population </li></ul></ul>
  10. 11. The Birth Rate: Boom, Bust and Echo
  11. 12. Generational Differences Matter – And They Matter a Lot!
  12. 13. Different Strokes for Different Folks <ul><li>Generally HR & recruiters are generation unaware </li></ul><ul><ul><li>Ignore basic truths & observations </li></ul></ul><ul><li>Rigid messaging </li></ul><ul><ul><li>One message/approach for everything </li></ul></ul><ul><li>Mistaken application of EEOC regulations and HR policies </li></ul><ul><ul><li>You can be different AND fair </li></ul></ul>
  13. 14. Boomers - Traditionalists <ul><li>Status important </li></ul><ul><li>Seek security and want a career path </li></ul><ul><li>Loyal to the organization </li></ul><ul><li>Willing to go the extra mile for future reward </li></ul><ul><li>Focus on hierarchy </li></ul><ul><li>Work ethic = time, not necessarily results </li></ul>
  14. 16. Certainties <ul><li>Baby Boomers will stay in the workplace in greater numbers than thought. </li></ul><ul><ul><li>But will. . . </li></ul></ul><ul><ul><ul><li>Want flexible working hours. </li></ul></ul></ul><ul><ul><ul><li>Change the type of work they do/profession. </li></ul></ul></ul><ul><ul><ul><li>Be more entrepreneurial. </li></ul></ul></ul><ul><ul><ul><li>Be less focused on high salary and more on satisfaction, freedom and benefits. </li></ul></ul></ul>
  15. 17. Gen X - Cynics <ul><li>Cynics & Critics </li></ul><ul><li>Driven work ethic </li></ul><ul><li>Boss is a colleague – Show little respect </li></ul><ul><li>Family is core - Little to no loyalty to work </li></ul><ul><li>Focus on “What’s in it for me?” </li></ul><ul><li>Judge success with money. </li></ul>
  16. 19. Certainties <ul><li>Form the core work group and core leadership team and will do so for the next decade. </li></ul><ul><li>But they.. . </li></ul><ul><ul><li>Are hard to please. </li></ul></ul><ul><ul><li>Have little to no loyalty. </li></ul></ul><ul><ul><li>Will leave for money, title, power </li></ul></ul><ul><ul><li>Seek faimly-friendly organizations </li></ul></ul>
  17. 20. Gen Y – The Next Dominate Generation <ul><li>Diverse, Confident, Optimistic </li></ul><ul><li>Group and project focused </li></ul><ul><li>High ethical standards </li></ul><ul><li>High environmental and social concerns </li></ul><ul><li>Desire/seek coaches and mentors </li></ul><ul><li>Like to stay in communication </li></ul><ul><li>Focus is on fun, authenticity, and honesty </li></ul><ul><li>Technically VERY savvy </li></ul>
  18. 21.
  19. 22. WHAT DO THEY THINK ABOUT WORK? . . .there are far fewer Millennials entering the workforce relative to the number of job openings than was the case when Baby Boomers entered the workforce. - Decoding Generational Differences , W. Stanton Smith, Deloitte
  20. 24. Certainties - What They Want <ul><li>Respected </li></ul><ul><ul><li>Provided interesting and meaningful work </li></ul></ul><ul><li>Recognized </li></ul><ul><ul><li>For accomplishments </li></ul></ul><ul><li>Remembered </li></ul><ul><ul><li>For having made a difference </li></ul></ul><ul><li>Coached </li></ul><ul><ul><li>Not trained </li></ul></ul><ul><li>Consulted </li></ul><ul><ul><li>Not ordered </li></ul></ul><ul><li>Connected </li></ul><ul><ul><li>To employer and mission </li></ul></ul>Deloitte, Decoding Generational Differences
  21. 25. Certainties <ul><li>Will dominate workforce within 10 years. </li></ul><ul><li>Possess agility, technical savvy, and confidence. </li></ul><ul><li>Need help to make “choices.” </li></ul><ul><li>Demand rewards based on performance. </li></ul><ul><li>Increasingly are time/place agnostic. </li></ul><ul><li>Seek challenging work – not organizations. </li></ul>
  22. 26. Gen M - Mobile <ul><li>Everything is anywhere, anytime. </li></ul><ul><li>Short focus </li></ul><ul><li>Watchwords = Fast, fun, fluid </li></ul>
  23. 27. News Consumption by Age
  24. 28. Return of the Individual <ul><li>“ The fundamental unit of the new economy is not the corporation but the individual.” </li></ul><ul><ul><li> -Thomas Malone and Robert Laubscher </li></ul></ul>
  25. 29. What’s the Primary Goal of Recruiting? <ul><li>To have a relationship with a qualified candidate who is available and willing to step forward when needed. </li></ul>
  26. 30. What are we going to do? How do we leverage? <ul><li>Generational differences </li></ul><ul><li>Technology </li></ul><ul><li>Relationships/Networks </li></ul><ul><li>Changing work/job/ideas </li></ul>
  27. 31. Read this book.
  28. 32. And This Book & Blog
  29. 33. So What Do YOU Do? <ul><li>Build choice into all aspects of recruiting. </li></ul><ul><li>Ask and listen and adapt to generational differences. </li></ul><ul><li>Develop internal social networks and mobile communication tools. </li></ul><ul><li>Target your candidate base. </li></ul><ul><li>Build flexible recruiting models that adapt and change with ease. </li></ul>
  30. 34. Thanks! <ul><li>Boomers can Write to me at : </li></ul><ul><li>[email_address] </li></ul><ul><li>Gen X can Read my blog at: </li></ul><ul><li> </li></ul><ul><li>Gen Y Follow me on Twitter at: </li></ul><ul><li> </li></ul><ul><li>Anyone can Read my columns on ERE: </li></ul><ul><li> </li></ul>
  31. 35. About Global Learning Resources, Inc. <ul><li>We have been working with organization for the past 10 years to help them improve their recruiting and employee development strategies, processes, and practices. </li></ul><ul><li>Kevin is a leading consultant in the areas of recruitment and employee development best practices. He is the author of the Corporate University Workbook and a contributor to the book On Staffing: Advice and Perspectives from HR Leaders . </li></ul>For more information see our website:
  32. 36. GLR’s Main Practice Areas <ul><li>Recruitment: We analyze, recommend and implement solutions that include employment branding, technology selection, screening and assessment processes, on-boarding, and metrics. </li></ul><ul><li>Employee Development: We analyze current practices, recommend improved strategic learning designs, curriculum development and delivery methods, including e-learning. We also help architect corporate universities. </li></ul>For more information see our website: