難伺候的“95后”：如何讓你的公司進(jìn)入他們的法眼？
Anne Fisher
2019-05-04
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就在不久之前，企業(yè)要想招聘應(yīng)屆畢業(yè)生，辦法還非常簡(jiǎn)單，要么是辦招聘會(huì)、見(jiàn)面會(huì)，要么是直接把人叫到公司里面試，然后錄用那個(gè)給你留下印象最深、工作熱情最高的那個(gè)人。如果一名應(yīng)屆大學(xué)生通過(guò)公司網(wǎng)站發(fā)簡(jiǎn)歷，他會(huì)自動(dòng)收到一封“感謝您與我們聯(lián)系”的電子郵件，潛臺(tái)詞就是“不要打電話給我們，有需要的話我們會(huì)打給你的?！?/p>
以前的套路，可不就是這么樣嗎？
但是現(xiàn)在，你可能正在越來(lái)越多地聽(tīng)到或者經(jīng)歷到截然不同的情形。很多招聘者都抱怨說(shuō)，“95”后是一群特別難伺候的求職者，特別是2019屆的大學(xué)畢業(yè)生。芝加哥獵頭公司LaSalle Network最近對(duì)全美3000名即將畢業(yè)的大四學(xué)生進(jìn)行了一項(xiàng)調(diào)查，結(jié)果顯示，有76%的應(yīng)屆畢業(yè)生尚未接受任何工作，盡管其中的大多數(shù)人從去年9月就開(kāi)始找工作了。
另外，“95后”尤其令招聘方不爽的，是他們一旦有更好的機(jī)會(huì)就想著跳槽。
一位不愿透露姓名的資深校園招聘人士表示：“如果你真想聘用某個(gè)特定的候選人，這個(gè)過(guò)程比以往任何時(shí)候都像一場(chǎng)談判。他們可能同時(shí)盯著幾家公司。他們可能前腳剛跟你談妥，后腳就說(shuō)不來(lái)了。你就得一直問(wèn)：‘我們?cè)谀愕膯巫由吓诺趲孜?？你怎樣才能加入我們？’?/p>
另外，就業(yè)市場(chǎng)上還出現(xiàn)了越來(lái)越多的“游魂”式求職者。
“有的時(shí)候，你定下來(lái)的求職者跑到別的公司工作了，甚至都不讓你知道，這種情況并不鮮見(jiàn)?！盙artner公司的人力資源副總裁布萊恩·克羅普表示：“他們的入職日期都過(guò)去了，他們就是不出現(xiàn)?！?/p>
當(dāng)然，“95后”雖然是最難捉摸、最難伺候的一代，他們最終也得在某個(gè)地方工作。這里有五種辦法可以讓你的公司進(jìn)入他們的候選名單。
1、用技術(shù)手段簡(jiǎn)化申請(qǐng)流程
據(jù)美國(guó)勞動(dòng)力統(tǒng)計(jì)研究咨詢機(jī)構(gòu)代際動(dòng)力學(xué)中心（CGK）在去年年底對(duì)幾千名“95后”的調(diào)查發(fā)現(xiàn)，60%以上的“95后”每天只愿意花不到15分鐘的時(shí)間申請(qǐng)工作。CGK的“95后”研究專家杰森·多爾西表示：“你應(yīng)該用在線應(yīng)用獲得求職者的聯(lián)系信息，然后再聯(lián)系他們了解更多細(xì)節(jié)。你也可以將這種快速的初次接觸方式作為向求職者宣傳你的公司的一種手段，反復(fù)跟求職者對(duì)話?！?/p>
2、加強(qiáng)個(gè)性化體驗(yàn)
Gartner公司的布萊恩·克羅普指出：“他們這一代人，尤其是其中最受歡迎的人才，非常希望得到獨(dú)特的、個(gè)性化的體驗(yàn)，而且他們希望這種體驗(yàn)?zāi)軌蜓杆賹?shí)現(xiàn)。所以如果他們發(fā)來(lái)簡(jiǎn)歷的話，給他們發(fā)一封千篇一律的回復(fù)，已經(jīng)不合時(shí)宜了。正確的做法是，應(yīng)該立即給每個(gè)求職者發(fā)短信，說(shuō)‘咱們見(jiàn)面談?wù)劙伞@類的話，然后附上你的名字?！笨肆_普表示，這種辦法“確實(shí)需要更多的時(shí)間和精力”?！暗@就是當(dāng)前競(jìng)爭(zhēng)的代價(jià)?！?/p>
3、多用社交媒體
要聘用“95后”，首先要了解他們常去的地方。根據(jù)CGK的研究結(jié)果，比起“85后”的哥哥姐姐們，20多歲的年輕人們更喜歡通過(guò)Facebook、YouTube、Instagram、Snapchat等社交網(wǎng)絡(luò)做出求職決定。杰森·多爾西建議道，可以在整個(gè)招聘過(guò)程中插入一些簡(jiǎn)短有趣的視頻，特別是可以在YouTube上發(fā)表一些顯得“原生態(tài)”的視頻，比如一個(gè)“95后”的員工如何在你的公司度過(guò)了一天，并且讓他們坦率地談?wù)勊麄兊墓ぷ鲀?nèi)容是什么，以及他們?yōu)槭裁聪矚g你的公司。同理，你應(yīng)該好好檢查一下公司的Facebook頁(yè)面，看看它是不是帶著一股濃濃的企業(yè)公關(guān)味兒？在“95后”看來(lái)，這可一點(diǎn)也不酷。
4、多談技能發(fā)展
培訓(xùn)項(xiàng)目、繼續(xù)教育、新訓(xùn)營(yíng)、研討會(huì)……“95后”的學(xué)習(xí)欲是非常強(qiáng)的。Gartner公司的專家們發(fā)現(xiàn)了一個(gè)有趣的現(xiàn)象，在決定去哪兒工作上，比起薪酬待遇的高低，“95后”反而更加關(guān)心技能能否得到增加和提升，克羅普表示：“作為第一代的‘?dāng)?shù)字原住民’，他們?cè)诙虝旱娜松幸?jiàn)證了大量的技術(shù)變革，而且他們知道這種變革一直在加速。他們注重保持技能的新鮮度，避免自己的技能過(guò)時(shí)，所以聰明的雇主和招聘經(jīng)理都會(huì)強(qiáng)調(diào)這一點(diǎn)?！?/p>
5、鼓勵(lì)員工推薦朋友
多爾西建議道，如果你已經(jīng)有了“95后”的員工，你可以讓他們將他們的朋友也介紹來(lái)，“這是吸引‘95后’人才的最好方法之一”。只不過(guò)這里還有一個(gè)小問(wèn)題，按照很多公司現(xiàn)行的推薦政策，被推薦人來(lái)公司上班滿一年后，推薦人才會(huì)拿到一筆推薦獎(jiǎng)金。多爾西認(rèn)為：“對(duì)于多數(shù)‘95后’員工來(lái)說(shuō)，這個(gè)時(shí)間太久了，根本不值得為此浪費(fèi)精力?！彼ㄗh將推薦獎(jiǎng)金分成三部分：在新員工入職時(shí)支付一部分，六個(gè)月后再支付一部分，新人入職滿一年后再支付第三部分。有些公司已經(jīng)在這樣做了，而且他們對(duì)“95后”的推薦率和錄用率都有顯著增加。
最后要說(shuō)的是，“95后”還有一個(gè)地方與“85后”有很大不同。如果你的公司真的招來(lái)了2019屆畢業(yè)生，他們?cè)谏毶系哪托目赡苤挥小?5后”的一半。LaSalle Network公司的調(diào)查顯示，大約有40%的“85后”希望每隔一到兩年能得到升職。而在2019屆畢業(yè)生中，希望畢業(yè)后一到兩年內(nèi)就得到升職的比例則達(dá)到了76%。
如果你真能達(dá)到這個(gè)目標(biāo)，那可厲害了。（財(cái)富中文網(wǎng)）
安妮·費(fèi)希爾是職場(chǎng)專家和問(wèn)答類專欄作家，是《財(cái)富》雜志21世紀(jì)工作生活指南專欄“Work It Out”的作者。 譯者：樸成奎 |
Not so long ago, campus recruiters could sign up all the entry-level talent they needed by sticking with a pretty straightforward script: Turn up at job fairs and meet-and-greets, talk up opportunities at your shop, make job offers to the most impressive and enthusiastic prospects, and hire them. If a soon-to-be grad sent a resume via the company website, he or she got an automatic “thank you for contacting us” email, the corporate equivalent of “don’t call us, we’ll call you.”
Ah, those were the days.
More and more, you’re probably hearing—or, heaven help you, experiencing—something quite different. Gen Z (born between 1995 and 2000), notably the college class of 2019, is hard to please. Consider: 76% of soon-to-be grads have yet to accept a job offer, according to a new nationwide poll of 3,000 graduating seniors from Chicago-based recruiters LaSalle Network, even though most started their job search last September.
There’s more. Gen Zers are becoming notorious for changing their minds when something better comes along.
“If you really want a particular candidate, the process is much more of a negotiation than it’s ever been before,” says a veteran campus recruiter for a major consulting firm, who asked for anonymity. “They’re looking at several offers, so after they accept yours and then back out of it, you have to keep asking, ‘Where do we stand on your list? What would make you come and join us?'”
“Ghosting” is on the rise, too.
“It’s not unusual now for a candidate to start working somewhere else without even letting you know,” observes Brian Kropp, group vice president for HR at Gartner, who oversaw a new study of Gen Z. “Their start date comes and goes and they just don’t show up.”O(jiān)uch.
Even the most persnickety and elusive Gen Z talent will, of course, end up working somewhere. Here are five ways to get on their short lists.
1. Use technology to make applying quick and easy.
The Center for Generational Kinetics (CGK), a workforce demographics research and consulting firm, surveyed thousands of Gen Zers late last year and found that over 60% are willing to spend 15 minutes or less on a job application. “You really need to use an online application mainly to get the person’s contact information, so you can reach out to them for more details later,” says Jason Dorsey, CGK’s Gen Z expert. “You can also use that quick initial contact as a way to keep marketing your organization to these candidates, returning to the conversation over and over as if it were a half-filled cart on Amazon.”
2. Make it personal.
“This generation, especially the most in-demand talent, expects a customized, personalized experience, and they expect it to happen quickly,” notes Brian Kropp at Gartner. “Sending an automatic one-size-fits-all email response when someone sends in a resume just won’t cut it.” Instead, he says, “Text each applicant immediately, saying something like, ‘Let’s meet and talk!.’ Sign it with your name.” This approach “does take a lot more time and effort,” Kropp adds. “But it’s the cost of competing now.”
3. Get busy on social media.
To hire Gen Z, spend more time where Gen Z hangs out. Twenty-somethings are far more likely than their Millennial brothers and sisters to make career decisions by scoping out YouTube, Instagram, Facebook, and Snapchat, according to the CGK study. “Insert short, entertaining videos into the whole recruiting process,” says Jason Dorsey. Especially effective are YouTube videos that “come across as ‘unfiltered,’ like a day in the life of a GenZer who works in your company, with candid conversations about what they do and why they like it.” Likewise, take a hard look at your Facebook page. Does it carry a distinct whiff of corporate PR? Not cool.
4. Talk about skills development. A lot.
Training programs, continuing education, boot camps, workshops—Gen Z is hungry for ways to keep learning. Interestingly, Gartner’s latest Gen Z research suggests that, when it comes to deciding where to work, this cohort cares more about adding and updating skills than about pay or benefits. “As the first ‘digital native’ generation, they’ve seen a truly amazing amount of technological change in their lifetime, and they know it’s always accelerating,” observes Kropp. “They worry about staying current and avoiding obsolescence. So smart recruiters, and managers, are emphasizing that.”
5. Encourage referrals by sweetening the deal up front.
Asking the twenty-something employees you already have to refer their friends “is hands down one of the best ways to attract Gen Z talent,” says Jason Dorsey. Just one hitch: Many companies’ current referral programs pay the referring employee only after a resulting new hire has been on the job for a year. “For most Gen Z employees, that’s just too long a wait to be worth bothering with,” Dorsey says. He recommends splitting up referral bonuses into three parts: Some cash when a new hire signs on, another payment after six months, and a third installment when a year has passed. In companies that have done this, he’s seen Gen Z referrals (and hires) jump.
Incidentally, here’s one more way Gen Zers differ from Millennials: Once you manage to get them on board, the Class of 2019 is almost twice as impatient as its older siblings to start moving up. The LaSalle Network poll notes that 40% of Millennials, in a different survey, said they expect to earn promotions every one to two years. By contrast, the number of 2019 grads who expect to be promoted within a year or two of starting their careers: 76%.
Nice work if you can get it.
Anne Fisher is a career expert and advice columnist who writes “Work It Out,” Fortune’s guide to working and living in the 21st century. |
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