Recruiting the Generations

By Paula Santonocito, US Features Editor, Onrec.com

Different generations respond to different online recruiting techniques--and to different aspects of employment offerings.

By way of background

Today, a lot of attention is being given to generational issues, and with good reason. For the first time in United States history, there are four generations in the workforce.

In order to effectively recruit and manage the various generations it helps to first understanding what constitutes a generation.

Neil Howe and William Strauss, pioneers in the field of generational studies and authors of ìGenerationsî and ìMillennials Go to College,î among other books, indicate that ìa generation is defined by a common age location in history and a collective peer personality.î Howe and Strauss identify members of the Silent generation as those born from 1925 through 1942; Baby Boomers as people born from 1943 through 1960; Generation X as born 1961 through 1981; and Millennials as born from 1982 to the present.

However, when defining the generations, other experts, including Leigh Branham, author of two highly-acclaimed books, ìKeeping the People Who Keep You in Businessî and ìThe 7 Hidden Reasons Employees Leave,î and Founder/Principal of the consulting firm Keeping the People Inc., rely on slightly different parameters of inclusion.

Branham refers to the oldest generation in the workforce as Traditionalists, indicating these are people born in 1945 or before. Baby Boomers are people born from 1946 through 1964; Gen-Xers from 1965 through 1981; and Millennials from 1981 to the present.

Regardless of years and terminology used, most experts agree there are characteristics specific to each generation. Communicating effectively with each group for the purposes of recruitment requires an understanding of these characteristics.

Honing in on characteristics: older workers

Among the generally accepted traits of Traditionalists that Branham cites are: lack of technological skills; value loyalty, compliance, and dues-paying; expect younger generations to value what they value; are not inclined to change their ways; and are disengaging and preparing for retirement.

ìI think the main message to communicate to Traditionalists is that we value your experience,î Branham says.

Traditionalists find it flattering when they can be mentors and have a chance to transfer wisdom and knowledge, he explains. Whatís more, itís wisdom and knowledge employers require, particularly given the impending worker shortage.

Therefore, according to Branham, employers should send Traditionalists the message, ìWe need you to think twice about continuing to work.î A lot of employers are not asking them, he says, or theyíre not asking in the right way.

Itís about tapping into the loyalty factor. When traditionalists think ìmy company needs me and maybe I should stay on,î theyíre likely to respond, Branham says.

But it also requires offering options that allow them to continue working, like a half-time or consulting arrangement, or even a schedule that involves as little as 10 hours per week.

Then itís about tapping into what Traditionalists offer. Branham sees some companies taking advantage of their interest in mentoring--from both sides of the desk. Traditionalists like to serve as mentors, but it seems they arenít averse to learning, when mentors approach them correctly.

ìA lot of companies do reverse mentoring, Millennials sitting down with Traditionalists,î Branham says. ìMillennials see them as grandparent figures and tend to have better relationships with them.î

Honing in on characteristics: middle-aged workers

Baby Boomers bring a different set of characteristics to the four-generation equation. Among the generally accepted Boomer traits Branham cites is that they have sacrificed family and work-life balance for career advancement. Now, at midlife, some are looking elsewhere for fulfillment.

ìI think 2001 had a big impact on Boomers and caused a lot of them to think about meaning as opposed to money,î says Branham. Boomers look at others, including their children, who value work-life balance, and question their own lives.

As a result, many Boomers are interested in pulling back. ìMany are looking for part-time and consulting arrangements where they can gradually withdraw and not feel trapped,î Branham says.

Boomers are also looking for meaningful work, and ways to give back to the community, he says.

Honing in on characteristics: the independent generation

The hardest generation to recruit, according to Branham, is Generation X. They are very independent; they grew up as latch-key kids. And they know they have options.

Among the Gen-X characteristics Branham cites are: they are frustrated with limited promotional opportunities; feel more loyalty to their own careers than to the organization and feel little reluctance to change jobs; think about self-employment as a desirable option; and believe it doesnít matter when and where they work as long as they get the job done.

ìThe thing they want most is, will I become more valuable than I was yesterday by virtue of training and experience,î Branham says.

He points out that, contrary to popular belief, making Gen-Xers more valuable doesnít send them seeking outside opportunities. ìIf you train the X-ers, more will stay than leave,î Branham says, acknowledging itís a hard concept for many employers to grasp.

Gen-Xers respond to what Branham refers to as ìlearning opportunities,î including on-the-job assignments that are enriching and different from what they were doing yesterday. And they want experiences that allow for independence, as well as results.

Work-life balance is also important to members of Generation X, as it is to their younger coworkers.

Honing in on characteristics: the youngest workers

Much has been written about the Millennials, the latest generation to enter the workforce. Tales of helicopter parents, so called because they hover over their children, have become common.

Among the generally accepted characteristics of Millennials, according to Branham, is that they have received intense parental attention, structure, feedback, and coaching.

ìThey have been over-parented, and they expect the same thing at work; they expect to be parented and coached at work,î Branham says. As a result, employers that wish to recruit Millennials must show they will provide support.

In addition, Millennials are interested in community and teamwork issues. They are also much more tuned into electronic media and social networks, Branham says, indicating that, for this generation, recruitment messages should be delivered via electronic media, including blogs and wikis.

What kind of information do Millennials seek? They want to hear what employees like and donít like about the organizations for which they work, and they want to hear it from the employees themselves. Itís very appealing to them when companies open up and allow employees to communicate directly with job seekers.

ìAuthenticity is very important to Millennials,î Branham says.

So too are social opportunities. ìAs technologically sophisticated as the Millennials are, theyíre social,î says Branham. ìThey want that social sense of community.î

When recruiting

Employers can tap into generational characteristics and preferences with corporate careers site messaging, and by ensuring that job board postings resonate with generational members.

Yet, while generational recruitment strategies can be highly effective, Branham cautions against making blanket assumptions. ìIndividual personality trumps generational membership every time,î he says.

Similarly, Branham advises against trying to be all things to all people. ìAppeal to the type of person thatís right for your organization,î he says.

Thatís where brand comes in. Most companies can boil brand down to two or three things, Branham says, giving the example that for Southwest Airlines itís a sense of humor and someone whoís quick on their feet.

Companies miss a lot of opportunities, according to Branham, mainly because not enough companies allow for interaction between employees and potential recruits. ìTheyíre just not thinking outside the box,î Branham says.

Confusion with regard to generational differences and some resistance to accommodate others exists as well. ìWe just have a huge gap of misunderstanding and a lack of empathy, what I call the hardening of the attitudes,î says Branham. ìItís very demanding of anyone to live in a workplace with four different generations.î

For those involved in employee recruitment, it can lead to poor choices with regard to both medium and message. The problem often results from trying to streamline efforts. ìYou canít just use one method,î Branham says. ìYou have to understand the language of each generation and what they respond to.î

At the same time, itís essential to realize that technology continues to evolve, and offers new opportunities. ìYouíve got to keep your finger on the pulse,î Branham says.

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Paula Santonocito is a business journalist specializing in employment issues. She is the author of nearly 1,000 articles on a wide range of topics, including online recruitment, which she has covered since the early days of Web-based employment advertising and candidate sourcing. In addition to serving as features editor of Online Recruitment Magazineís North American edition, she is AIRS News editor, overseeing news content for the global recruitment training and technology solutions company at www.airsdirectory.com. Articles by Paula Santonocito are featured in many global and domestic publications and information outlets, including HRWire, a publication to which she regularly contributes. She can be reached at psantonocito@yahoo.com.