It’s been well documented that generation Y as well as Gen Z, or Net generation, need to be valued, recognised and thanked for work well done. We know they have a thirst for knowledge and timely feedback, they want work / life balance and adaptable work environments – But on the other hand, who doesn’t? These aren’t generation-specific and alter the continuing negative picture painted about Gen Y and Z that they ‘take and take, then walk when they don’t get their very own way’. I’ve employed marvellous Gen Y people, and watched them develop and contribute considerably to their organisations. We understand what makes all generations tick; it ought to be conveyed in a fashion that’s in and proactive.
Throughout my job looking for HR professionasl, having interviewed them on the departure and introduced dozens of individuals for organisations, this year the checklist of needs remains constant no matter what year an employee was born. Flexibility, cash, benefit and acknowledgement, career advancement, training, powerful direction, and development and learning are all continuous conditions for present workers – and the shortage are resounding reasons for departure.
Recruitment strategies also have problems with generational hype; the huge one in the moment being social media. But, the essentials of recruiting the best man for the best job at the best time never changed no matter the medium used. Social networking is just another approach of getting information about an employer out for the masses – I am yet to be convinced it delivers in relation to applications that transcend to genuine employment.
Further, the continuous reference to “technology-savvy” as an essential standard for employment is fascinating; it must be clearly defined. Then the overall consensus is the fact that candidates are technology-savvy, in case it means having the capability to use tablets and smart phones, download apps and have advanced search engine skills. However, what about having the ability to utilize Outlook for communicating, scheduling and job management; format and make a Word doc; create basic formulas in Excel; or comprehend what a relational database is? I’ve interviewed “technology-savvy” applicants and many were not able to meet these basic necessities.
My view of recruiting doesn’t have anything to do with “technology-savvy” abilities and everything to do with understanding basic business/employment arrangements and dedication to all those arrangements. It seems that there’s a fundamental flaw (normally), with regard to understanding and sticking to employment arrangement duties. As an example: the condition to give notice. I’m sure many employers have experienced workers just walking away without notice and, when challenged, they’re utterly horrified that they’re held liable. This dearth of commitment or attention to ones duties is quite concerning and raising. We spend copious quantities of time counselling on career goals, and behavioural techniques (all quite applicable and crucial) but we don’t cover vital practices.
There must become a shift of focus to instilling common sense, dedication and basic principles in all workers. It would likewise seem the essentials of fundamental work force planning are fading amid the abundance of information on the best way to recruit, retain and manage employees – by generation. Whatever the duration of time spent in a job – be it two months, two years or 20 – ethos, dedication, liability and the skill to perform a job and also do it well should never be compromised, regardless of what year 1 was born. All workers ought to be recognised, honoured and given training and comments on a consistent basis.
With the ever increasing diverse workforce, strategies for recruiting and retention should be flexible and dynamic, but the principles of resourcing and workforce preparation stay the same – taking into consideration the requirements employers and workers equally.