Large companies are becoming more attractive to recent college graduates. There was a 37% increase in graduates wanting to work for large companies over the previous year. Graduates want engaging work that utilizes their degree skills and avoids underemployment. While past graduates favored startups, current graduates see opportunities at large employers for career growth through training, mentoring and competitive pay. Large employers are well positioned to provide these opportunities through tailored experiences that develop graduates' skills.
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Bentley University partnered with labor market analytics firm Burning Glass to uncover which skills employers are looking for, what that means for the future of certain jobs, and how educational institutions should be preparing the next generation of our workforce.
For more information go to: http://www.bentley.edu/prepared They're about to be the largest workforce in US history, but are they ready for the 21st century workplace? And is it ready for them? In our ongoing PreparedU Project, Bentley university looks into the mind of the millennial to find inspiration and opportunity.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
Digital Transformation has become a heart throbbing topic for every business, leader and employee. Many don’t know what it is but everyone still wants to be a part of it. Leaders know its importance yet they are struggling with how to drive digital transformation.
In her presentation Kanika would like to share about the state of digital transformation in Asia and a step by step guide on how to become a digital enterprise.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Deloitte India : 2019 Deloitte Global Human Capital Trendsaakash malhotra
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership and change programs that enable business performance through people performance. See More : https://www2.deloitte.com/in/en.html
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
We provide a broad range of executive and management search services throughout the US and worldwide. We represent Network Recruiters and its 1,000 worldwide offices. Whether you require a single search or a global project, you still have a single point of contact with a track record of success.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Bentley University partnered with labor market analytics firm Burning Glass to uncover which skills employers are looking for, what that means for the future of certain jobs, and how educational institutions should be preparing the next generation of our workforce.
For more information go to: http://www.bentley.edu/prepared They're about to be the largest workforce in US history, but are they ready for the 21st century workplace? And is it ready for them? In our ongoing PreparedU Project, Bentley university looks into the mind of the millennial to find inspiration and opportunity.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
Digital Transformation has become a heart throbbing topic for every business, leader and employee. Many don’t know what it is but everyone still wants to be a part of it. Leaders know its importance yet they are struggling with how to drive digital transformation.
In her presentation Kanika would like to share about the state of digital transformation in Asia and a step by step guide on how to become a digital enterprise.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Deloitte India : 2019 Deloitte Global Human Capital Trendsaakash malhotra
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership and change programs that enable business performance through people performance. See More : https://www2.deloitte.com/in/en.html
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
We provide a broad range of executive and management search services throughout the US and worldwide. We represent Network Recruiters and its 1,000 worldwide offices. Whether you require a single search or a global project, you still have a single point of contact with a track record of success.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
KGWI 2014 What Talent Wants - Natural ResourcesKelly Services
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Natural Resources want.
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
Similar to Accenture strategy workforce gen Z rising pov (20)
Tương lai của tiêu dùng & thương mại châu Á TBDDuy, Vo Hoang
Shoppertainment2024 - Tương lai của tiêu dùng & thương mại châu Á TBD. Báo cáo được ghi nhận đầy đủ các yếu tố bán hàng thành công thông qua các case thực tế tại từng thị trường bởi Tiktok Platform.
[Netcore] Ecommerce personalization benchmark report 2021Duy, Vo Hoang
[Netcore] Ecommerce personalization benchmark report 2021
A research study of 200 retailers and 600 consumers
An overwhelming 91% of shoppers would abandon an online retailer over a poor shopping experience. Many say it is crucial for retailers to personalize the experience to fit their preferences.
Report Digital in vietnam 2021 from We Are Social HootsuiteDuy, Vo Hoang
[CHÍNH THỨC] VIET NAM DIGITAL 2021
Tổng hợp từ We Are Social Hootsuite
Báo cáo tại thị trường Việt Nam được công bố hằng năm vào tháng 02
Tổng quan Dân số việt nam
▪ Việt Nam có dân số 97,75 triệu người vào tháng 1 năm 2021.
▪ Dân số Việt Nam tăng 852 nghìn (+ 0,9%) từ tháng 1 năm 2020 đến tháng 1 năm 2021.
▪ 50,1% dân số Việt Nam là nữ, trong khi 49,9% dân số là nam
▪ 37,7% dân số Việt Nam sống ở trung tâm thành thị, trong khi 62,3% sống ở nông thôn.
Người dùng Internet ở Việt Nam
▪ Có 68,72 triệu người dùng Internet tại Việt Nam vào tháng 1 năm 2021.
▪ Số lượng người dùng Internet ở Việt Nam tăng 551 nghìn (+ 0,8%) trong giai đoạn 2020-2021.
▪ Tỷ lệ sử dụng Internet ở Việt Nam đạt 70,3% vào tháng 1 năm 2021.
Thống kê sử dụng mạng xã hội cho Việt Nam
▪ Có 72,00 triệu người dùng mạng xã hội ở Việt Nam vào tháng 1 năm 2021.
▪ Số lượng người dùng mạng xã hội ở Việt Nam tăng 7,0 triệu (+ 11%) từ năm 2020 đến năm 2021.
▪ Số lượng người dùng mạng xã hội tại Việt Nam tương đương 73,7% tổng dân số vào tháng 1 năm 2021.
Kết nối di động tại Việt Nam
▪ Có 154,4 triệu kết nối di động tại Việt Nam vào tháng 1 năm 2021.
▪ Số lượng kết nối di động tại Việt Nam tăng 1,3 triệu (+ 0,9%) trong khoảng thời gian từ tháng 1 năm 2020 đến tháng 1 năm 2021.
▪ Số lượng kết nối di động tại Việt Nam vào tháng 1 năm 2021 tương đương 157,9% tổng dân số.
File pdf được upload tại group chung: https://www.facebook.com/groups/Data.Driven.Marketing.Communication/
B2B ecommerce insight 2021 from Keyrus
Discover Top B2B ECommerce trends and winning model for
2021
Source:https://www.linkedin.com/smart-links/AQEFsePhcFHJgw/88504737-90a6-46ce-afc1-0657195dba61
Digital customer experience report 2020Duy, Vo Hoang
Digital customer experience report 2020.
Bernard Slowey, worldwide lead for digital customer
support at Microsoft, maintains one of the biggest
mistakes in digital CX is not having a dedicated team.
“A lot of companies have teams of people focused on
call centers, as well as improving minutes-per-incident
and handle times for voice calls with customers, but
then digital is merely treated as a bolt-on to support
organizations,” says Slowey.
More than a third of our research group (36 per cent) is
seemingly making this mistake. For these brands
digital experiences are supported by multiple
functions, potentially between marketing, CX and
customer service departments. This dispersed setup
can result in customers receiving conflicting and
disjointed digital experiences.
However, the majority of the respondents (64 per cent)
recognize the value of dedicated digital experience
teams, which is an 18 per cent year-on-year increase.
Within 18 months of building its dedicated digital
customer support department, Microsoft’s digital team
achieved a 3× ROI (return on investment). This result was
obtained by solving customer issues digitally and so
reducing the volumes shouldered by more expensive
support channels such as voice.
Care Instructions for Activewear & Swim Suits.pdfsundazesurf80
SunDaze Surf offers top swimwear tips: choose high-quality, UV-protective fabrics to shield your skin. Opt for secure fits that withstand waves and active movement. Bright colors enhance visibility, while adjustable straps ensure comfort. Prioritize styles with good support, like racerbacks or underwire tops, for active beach days. Always rinse swimwear after use to maintain fabric integrity.
MRS PUNE 2024 - WINNER AMRUTHAA UTTAM JAGDHANEDK PAGEANT
Amruthaa Uttam Jagdhane, a stunning woman from Pune, has won the esteemed title of Mrs. India 2024, which is given out by the Dk Exhibition. Her journey to this prestigious accomplishment is a confirmation of her faithful assurance, extraordinary gifts, and profound commitment to enabling women.
La transidentité, un sujet qui fractionne les FrançaisIpsos France
Ipsos, l’une des principales sociétés mondiales d’études de marché dévoile les résultats de son étude Ipsos Global Advisor “Pride 2024”. De ses débuts aux Etats-Unis et désormais dans de très nombreux pays, le mois de juin est traditionnellement consacré aux « Marches des Fiertés » et à des événements festifs autour du concept de Pride. A cette occasion, Ipsos a réalisé une enquête dans vingt-six pays dressant plusieurs constats. Les clivages des opinions entre générations s’accentuent tandis que le soutien à des mesures sociétales et d’inclusion en faveur des LGBT+ notamment transgenres continue de s’effriter.
At Affordable Garage Door Repair, we specialize in both residential and commercial garage door services, ensuring your property is secure and your doors are running smoothly.
Understanding the Mahadasha of Shukra (Venus): Effects and RemediesAstro Pathshala
The Mahadasha of Shukra (Venus) is one of the most significant periods in Vedic astrology. Shukra is known as the planet of love, beauty, wealth, and luxury. Its Mahadasha can bring about profound changes in an individual's life, both positive and negative, depending on its placement and condition in the natal chart.
What is Shukra Mahadasha?
Mahadasha is a planetary period in Vedic astrology that affects various aspects of an individual's life for a specific number of years. The Mahadasha of Shukra lasts for 20 years and is known to bring a period of significant transformation. Shukra is associated with pleasures, creativity, relationships, and material comforts. During its Mahadasha, these areas of life tend to get highlighted.
The Fascinating World of Bats: Unveiling the Secrets of the Nightthomasard1122
The Fascinating World of Bats: Unveiling the Secrets of the Night
Bats, the mysterious creatures of the night, have long been a source of fascination and fear for humans. With their eerie squeaks and fluttering wings, they have captured our imagination and sparked our curiosity. Yet, beyond the myths and legends, bats are fascinating creatures that play a vital role in our ecosystem.
There are over 1,300 species of bats, ranging from the tiny Kitti's hog-nosed bat to the majestic flying foxes. These winged mammals are found in almost every corner of the globe, from the scorching deserts to the lush rainforests. Their diversity is a testament to their adaptability and resilience.
Bats are insectivores, feeding on a vast array of insects, from mosquitoes to beetles. A single bat can consume up to 1,200 insects in an hour, making them a crucial part of our pest control system. By preying on insects that damage crops, bats save the agricultural industry billions of dollars each year.
But bats are not just useful; they are also fascinating creatures. Their ability to fly in complete darkness, using echolocation to navigate and hunt, is a remarkable feat of evolution. They are also social animals, living in colonies and communicating with each other through a complex system of calls and body language.
Despite their importance, bats face numerous threats, from habitat destruction to climate change. Many species are endangered, and conservation efforts are necessary to protect these magnificent creatures.
In conclusion, bats are more than just creatures of the night; they are a vital part of our ecosystem, playing a crucial role in maintaining the balance of nature. By learning more about these fascinating animals, we can appreciate their importance and work to protect them for generations to come. So, let us embrace the beauty and mystery of bats, and celebrate their unique place in our world.
2. 20%
16%
14%
19%
15%
2013CLASS OF 2014 2015 2016 2017
For the first time in years, there is an uptick
in the number of U.S. college graduates
wanting to work for large companies,
with a 37 percent increase over last year.1
They are willing to commit and ready to roll up their sleeves, but
in return they want an engaging employee experience that takes
full advantage of their degree. Currently, they see a majority
(54 percent) of their predecessors feeling underemployed and
want to avoid that fate.
As the first crop of Gen Z talent joins the future workforce, they
bring a change in attitude and perspective, according to a new
Accenture Strategy study (See “About the research”). Although
their attitudes reflect a return to more traditional workplace values
such as the desire for a clear career path and stability, these
potential employees are not old school. They bring a future-forward
outlook, in the form of digital skills and mindset, to any employer.
This growing preference for large firms stands in contrast to
the recent past, in which college graduates flocked to the entre-
preneurial vibe. Whether it was the 47 percent who went to work
for small businesses (versus 23 percent at companies with 1,500+
employees)2
, or their peers who started their own businesses,
young grads gravitated toward the new and entrepreneurial. They
eschewed large employers in favor of digital disruptors with a
startup culture. But it looks like the tide may be beginning to turn.
This year’s graduates are providing large employers a window of
opportunity they should capitalize on while it remains open.
2 GEN Z RISING U.S. EDITION
NEW GRADS ARE
BEGINNING TO
FEEL
THELOVE
After years of decline,
in 2017 more graduates
are interested in
working for a large
company
3. 3 GEN Z RISING U.S. EDITION
Gen Z resembles its parent generation,
Gen X, more than its Millennial/Gen Y
predecessors. New grads are looking for
an employee experience that is tailored
for them.
With salary and training high on their list, large employers are
better positioned than their smaller counterparts to provide the
complete package: A strong career path with mentoring, training
and competitive compensation (see sidebar on page 4).
Senior leaders will quickly see some shared values, from new grads
taking ownership of their careers to requests for the training and
work experience necessary to develop their skills. Upon entering
the workforce, a whopping 78 percent of 2017 grads already will
have completed an internship, apprenticeship, and/or co-op—
showing an appreciation for the need to bring practical skills to
the table from Day One as they embark on their careers.
Despite this effort on their part to come to a new job prepared,
the future workforce realizes they have much to learn, with 84
percent of new grads expecting their first employer to provide
formal training.
None of this strays far from what their parents expected a few
decades ago. Gen Z and Gen X are strikingly similar in this regard.
But, this new generation of talent comes with a modern flair, bring-
ing much desired digital skills to employers in addition to the skills
relevant to their field of study. While 2017 graduates are true digital
natives—growing up with a device in hand from a very young age—
they seem to realize keeping up with technology requires ongoing
learning. Almost three out of every four new grads (73 percent)
have already taken digital or computer science related courses
when they begin their first job—bringing a highly marketable digital
mindset with them.
A FUTURE-FORWARD TAKE
ON TRADITIONAL VALUES
completed an internship �
or apprenticeship
78%
expect their first
employer to provide
formal training
84%
completed an internship �
or apprenticeship
78%
expect their first
employer to provide
formal training
84%
4. 4 GEN Z RISING U.S. EDITION
Large companies offer more of what new graduates value
Can advance career at current employer
81%
79%
68%
63%
LARGE COMPANY
SMALL COMPANY
GOVERNMENT
FREELANCE
LARGE COMPANY
SMALL COMPANY
GOVERNMENT
FREELANCE
LARGE COMPANY
SMALL COMPANY
GOVERNMENT
FREELANCE
LARGE COMPANY
SMALL COMPANY
GOVERNMENT
FREELANCE
Earn more than $35,000 a year
66%
54%
43%
44%
Receive training
72%
72%
70%
57%
Plan to stay 5+ years
29%
22%
16%
9%
CLASS OF 2017 CAN LEARN
FROM RECENT GRADS
5. Employers will see a refreshing practicality
in new grads. Gen Z grads are showing a
willingness to work not just for—but with—
their new employer on many issues.
For example, 75 percent of new grads are willing to relocate to
another state for a job offer, with New York, Chicago and Southern
California being their most popular areas to work. 71 percent
would consider taking an unpaid internship after graduating if a
paid job is not available. And more than half (58 percent) consider
it acceptable to work on weekends or evenings.
This flexibility does not come without the expectation of reciprocity
from their future employer. Gen Z workers expect equal flexibility
on the part of the company they work for to help them maintain
work-life balance, one of their top concerns. They also expect
training and mentoring, as well as meaningful, challenging work
and a clear skills path. Employers that can wrap all of the above
into an engaging, tailored employee experience will reap the
benefits. Recent 2015/16 graduates who get these things are two-
and-a-half times more likely to make a long-term commitment
to their employer than those who feel underemployed in jobs
that are not taking full advantage of their college degrees.
With 88 percent of 2017 graduates having considered job
availability before selecting a major, most are showing a desire
to enter fields with room for long-term growth. An almost equal
number of new graduates (83 percent) agree their education
prepared them well for their career. But, they realize this
preparation is just a starting platform. They are now looking
to their employer as a partner in their growth, offering up the
challenges and career path necessary to help them advance.
PRAGMATISM IS
MAKING A COMEBACK
5 GEN Z RISING U.S. EDITION
are willing to relocate
to another state for
a job offer
75%
consider it acceptable
to work evenings or
weekends
58%
6. 6 GEN Z RISING U.S. EDITION
While 62 percent of 2017 graduates expect to
stay at their first job for three years or longer,
54 percent of recent 2015/16 graduates feel
underemployed. These recent graduates are
two-and-a-half times more likely to stay for
five or more years if they feel their skills are
fully utilized with challenging, meaningful
work. Training and development plans as
part of a well-designed, engaging employee
experience become increasingly important
for Gen Z workers, and can be the difference
between retaining and losing digital talent.
WANT TO RETAIN GEN Z?
GIVE THEM CHALLENGING,
MEANINGFUL WORK
41%
46% 49% 51% 54%
2013 2014 2015 2016 2017
2013
YEAR OF SURVEY
2014 2015 2016 2017
More than half of
2015/16 graduates
who entered the
workforce one or
two years ago
consider themselves
underemployed
7. prefer in-person
meetings
42%
believe their school
prepared them for
the digital workforce
78%
Having grown up in an age where technology
is pervasive, new grads swim well in digital
waters, but at the same time they understand
the importance and value of the human
touch in a world of robotics and artificial
intelligence (AI).
A significant percentage show a preference for in-person meetings
(42 percent). Half of new grads rated communications skills as
something that would make them attractive to potential employers.
Problem-solving and management skills round out the top skills
they are looking to develop. And recent 2015/16 grads working for
large companies rank a supervisor who will mentor and coach as
their top priority besides interesting and challenging work.
Two-thirds of new grads welcome AI and other advanced techno-
logies, believing they will enhance their work experience. More
than three-quarters (78 percent) believe their school prepared
them for today’s digital workforce. As a result, it is not surprising
that these digital natives are less worried about their competency
with emerging technologies. They have grown up in a connected
world where humans and machines are partners. For them, working
alongside technology is less daunting than mastering the softer
skills of communication, problem solving and management.
DIGITAL NATIVES
CRAVE THE
HUMAN ELEMENT
7 GEN Z RISING U.S. EDITION
8. DIGITIZE RECRUITING
Disrupt recruiting norms by using technology to reach new talent
pools at low cost.
CROSS-TRAIN
Create a boundary-less project assignment and staffing model
internally, one that breaks down organizational and functional
barriers and allows newer workers the opportunity to learn in
multiple areas of the company.
CONNECT THE DOTS
Make each employee’s total rewards line up to the value system
of the new generation, and show each employee how his or her
contributions support the organization’s purpose and objectives.
Total transparency should be a given.
PLAN FOR GROWTH
Develop an individualized skills and career plan for new hires,
showing them your company invests in their advancement by
providing multiple, different experiences early in their career.
Begin by asking new hires to help co-design their development
plans, to ensure you are utilizing their skills to the fullest and
providing the necessary growth opportunities.
COACH FOR SUCCESS
Formalize the process of assigning incoming employees coaches
to help leverage their strengths, guide career paths and provide
a personal touchpoint beyond their team lead.
A CHECKLIST
FOR LARGE EMPLOYERS
Large employers have an opportunity to seize
upon the values of Gen Z grads, by capitalizing
on the inherent match between what they can
offer and what new talent is asking for.
While these actions are not comprehensive, they are a healthy
start to welcoming the college graduates headed your way. Making
the most of the match between their values and the employee
experience your large company can offer now helps position your
organization favorably in the ongoing competition for top talent.
8 GEN Z RISING U.S. EDITION
9. JOIN THE CONVERSATION
@AccentureStrat
linkedin.com/company/accenture-strategy
CONTACT THE AUTHORS
Mary Lyons
mary.lyons@accenture.com
Katherine LaVelle
katherine.d.lavelle@accenture.com
David Smith
david.y.smith@accenture.com
CONTRIBUTORS
Michael Loiero
michael.loiero@accenture.com
Torin Monet
torin.monet@accenture.com
Caroline Ott
caroline.w.ott@accenture.com
Stephanie Woo
stephanie.woo@accenture.com
9 GEN Z RISING U.S. EDITION