Building an Innovative Workplace – New Strategies in Gen Y Recruitment
Executive Summary
Introduction
The purpose of this study was to uncover the elements of cutting edge, culturally competent global Gen Y recruitment strategies. For this study, JBC collected data from 50+ multi-national companies and current academic scholars. JBC then synthesized the most cutting-edge recruitment processes to create this report. This study is unique in that it examined current practices and theory across functional areas, including HR, Diversity, Recruitment, Social Media and Global Human Rights. Table of Contents 1. Recruitment Strategy – Networked Approach 2. Implementation – Three Steps in Global Diversity Recruitment 3. How to Tailor
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• Location, Location, Location – Look in new places for talent across regions. For example, NGOs/minority organizations can act as “relationship brokers” for new candidates. Also, cast a wide net in regards to location by focusing recruitment efforts in large, medium and small cities, as well as rural areas for Gen Y talent. • Diversify On-Campus Recruitment – Deploy diverse teams for recruitment presentations, workshops and career fair days. Gen Y candidates are looking for current employers that they can connect with and relate to on a deeper level. Is your recruitment team fluent in “Gen Y”? It is vital that on-the-ground recruiters can connect with and relate to a Gen Y audience. Quick Tips: • Communicate through multiple, regionally appropriate, methods of communication, including email, text, phone, social networking tools – and local equivalents. Use methods that are accessible and affordable to potential candidates in that region. • Provide recruiters with a social media toolkit. Make sure they have the ability to blog, chat, text, etc. with potential candidates. • Engage families+friends in the recruitment process. Gen Y’ers listen to their families and friends – get everyone on board!
Gen Y Recruitment
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Building an Innovative Workplace – New Strategies in Gen Y Recruitment
Executive Summary
3. How to Tailor Recruitment for a Gen Y Audience (continued)
• Modernize Follow Up Communication – Gen Y has grown up utilizing technology as a
With the development of the telephone that was connected to a dialer via cable to wireless transmitted mobile phones. Reflecting on how she communicated in her youthful days, Mrs. Nguyen stated, “If we wanted to meet up somewhere, we would go to each other homes or meet at school and plan there, there were no such things as phones.” It is obvious to see that social change has taken place between generation X and Z. As the youth of generation Z are very reliant on mobile phones, found from the age of 13-17, 73% of teenagers obtain or are granted access to a smartphone and whereas 12% either choose not to have one or do
Recruiting and retaining a culturally diverse workforce are crucial components for an organization that wants to build and sustain a successful operation. Organization must identify and take necessary action to resolve issues involved in the recruiting and
First off, retention for all generations starts on day one of employment (Martin, 2006, pg. 118). Beginning in orientation, it is a good idea to ask workers what their ideal career path would be and what can be offered throughout each stage of their career.
The most prominent change in the workforce affecting human resources is the rise of a multi generational workforce. Providing different human resource needs to various employees is an emerging challenge for Judie. In the interview, she grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as skilled in their jobs, thankful to be working, and without questioning change or decisions in the organization. However, she felt Gen
In our companies today, we are dealing with a global and diverse environment making it important for organization’s to “have a workforce comprised of two or more groups of employees with various racial, gender, and national origin backgrounds” (Dessler, 2013, p. 46). This first example discusses the hiring process of an Asian woman applying for a
Myrtle P. Bell explains that diversity recruiting demands a supportive climate (Andrew Greenberg, 2013). It is because the corporate profit will cut down significantly and pessimistic consequences definitely exist without the supportive environment. Inequality, underestimation and even exclusion persist of individuals, groups, organizations and communities turn a working environment into distressingly. The implementation on diversity is very hard due to its avoidance are complex and not often likely recognizable. For instance, foreign men are more possible to be a higher position which relates to leadership side, such as managing director, administrator or board members. The commitment of those foreign men towards diversity is very important
The second item "Gen Y's Workplace Expectations on Employment Terms and Conditions: Comparative Analysis of Collegians and Office Goers", is more creditable than item one "Will Millennials Ever Completely Shun the Office?". The reason it's more creditable is because it was published by a respectable journal, and was written by an Asst professor. A educational journal tends to be more creditable than a sponsored article on the News York Times. Also item one is a article sponsored by the company DELL which may or not lead the article to has a biased opinion. For example, there have recently been events that have casted doubt upon the creditable of some of the New York Times articles. Additionally at the bottom of the article there is disclaimer
Every work environment is teeming with people from various generations. Though, the majority of people wish for a healthy work environment this is not the easiest to come by. People from these different generations have different ways of looking at the world. They were raised differently and though theoretically want the same things they want to reach these goals in different ways. Rising to leadership, the understanding of technology, adapting in the workplace, and communication are the four criteria you need to know to understand how the people of Generation X and Millennials function together in the workplace.
“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.
Some may say that because of the technology that we have today like texting and social media the younger generations no longer no how to effectively communication with one another. On the other hard, you could argue that because of these tools, we are able to not only communicate better, but quicker and more effectively. Unlike in past generations, breaking news and trends are at our fingertips. It is recorded that it takes less than a minute for a story to break on twitter. In older generations, events would happen and people would not find out until the newspaper came the next day, but now thanks to hashtags and trends we are never out of the loop.
Today’s workforce may comprise of people from different age groups representing different generations, faith, gender and sexual orientation. They may have different ethnicity, culture, native language and they may come from any part of the world. Basing on these reality HR professionals have to make sure that they can effectively attract, retain, develop and utilize this complex heterogeneous workforce to achieve the goals of the company. With the influx of hundred thousands of skilled migrants, huge number of international students graduating from the local institutions and international worker programs the picture of the
The world is full of unique people. To reach people that are from all walks of life, you'll need employees who are representatives of all these walks of life. Employees with different backgrounds bring different ideas to an organization. Because today's business environment is filled with people of all age groups, both male and female, and different cultural backgrounds, business' have the opportunity to take advantage of that and us it to benefit there company. You have the younger generation with wide varieties of nationalities that have different views and are able to assist with there knowledge and there background, educational and culturally. Take an
Supervising staff and volunteers from ages fourteen to ninety can be a challenging task. These age groups make up the four different generations: Traditionalist, Baby Boomers, Generation X’ers, and Generation Y’ers. Traditionalist, (born 1925-1946) may need a little prodding to communicate their needs and they prefer written communication plans. Baby Boomers, (born 1946-1964) are aware of technology but still prefer to communicate by telephone and they call themselves the age of the memo. Generation X’ers, (born 1965-1982) commonly prefer short concise communication. Generation Y’ers, (born 1983-2000) prefer short, quick e-mails, texting and mobile phone applications to communicate. The hospital
In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational
Businesses are recognizing the need and importance of investing in diversity and addition as part of their inclusive talent management practices and to frequently challenge their organizations to make the connection between those values and their group performance.. Diversity is especially fundamental in today’s global marketplace, as businesses cooperate with