recruiting and retaining generation y employees

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Recruiting and Retaining Generation Y Employees Presenter: Michaela Holmberg

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Recruiting and Retaining Generation Y Employees. Presenter: Michaela Holmberg. What is Gen Y?. Also known as Millennial Generation, Generation Next, .NET Generation and Echo Boomers. - PowerPoint PPT Presentation

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Page 1: Recruiting and Retaining Generation Y Employees

Recruiting and Retaining Generation Y Employees

Presenter: Michaela Holmberg

Page 2: Recruiting and Retaining Generation Y Employees

Also known as Millennial Generation, Generation Next, .NET Generation and Echo Boomers.

Wikipedia: The generation after Generation X, no set dates of birth but born somewhere between mid 70s and mid 90s. Approximately ages 16-35 years.

Approximately 70 million currently in the workforce.

What is Gen Y?

Page 3: Recruiting and Retaining Generation Y Employees

Attention Craving (feedback, guidance, etc) Entitled (expect rewards and promotions quickly Narcissistic Lazy Constantly “Plugged In” Wants to know the “why” rather than just the

directions.

Who is Gen Y? Stereotypes

Page 4: Recruiting and Retaining Generation Y Employees

Who does Gen Y think they are?

Page 5: Recruiting and Retaining Generation Y Employees

Most diverse generation. Need feedback on performance. Better educated – coupled with debt from college leads to

expectations of rank and pay. Prefer work-life balance and corporate reputation over anything

else. Technology is an expectation and always looking for efficiencies. Will give the respect they get. Want to enjoy work. Want to give back.

The reality of Gen YA walking contradiction

Page 6: Recruiting and Retaining Generation Y Employees

There’s no one else. Better education – more Computer Science related

degrees now than ever. Grew up with technology, constantly looking for

innovations. Can be wonderful employees if you find the right ones

and manage them the right way.• Willing to work for less $ for the right opportunity.• Focused on the project, not the hours.• Great team workers.• Civic minded

Why hire Gen Y?

Page 7: Recruiting and Retaining Generation Y Employees

1)Recruiting 2) Hiring 3)Retaining Gen Y

Page 8: Recruiting and Retaining Generation Y Employees

The numbers are there to hire, so why aren’t any good ones applying for state IT jobs?

What is the problem?

Page 9: Recruiting and Retaining Generation Y Employees

Government doesn’t pay enough. Government reputation is lazy. Job Announcements are boring and full of jargon. Qualifications automatically cut out anyone without 10

years of experience. Application process is too long. Advertisements are sparse and not in the “right”

places. Recruiters and Managers are not accessible.

Identifying the barriers

Page 10: Recruiting and Retaining Generation Y Employees

Advertise where they are looking (Social Media) not in Newspaper or other sites.

Benefits:• Usually free or much cheaper than Newspapers, etc.• No waiting approval periods.• Targeted audience.• Easy to do and update.

Overcoming the barriersBranding your agency

Page 11: Recruiting and Retaining Generation Y Employees

Put some thought into the announcement and use your IT skills!

Questions to ask yourself:• Can someone besides me understand what this job does?• Why would someone who’s talented, motivated and

intelligent want this particular job?

Example: Come be one of “them” and help us change the world!

Overcoming the barriersMarket your job

Page 12: Recruiting and Retaining Generation Y Employees

Information Technology Specialist 5 Position Profile: This position requires an independent and

self motivated person who can work and resolve complex issues across the WSDOT network within the State of Washington. The position requires great communication skills and the ability to work through interagency issues while resolving the IT needs for the organization. We are looking for a person with strong skills in Cisco router, Cisco switch, Cisco ACS, Cisco wireless technologies, Cisco PIX/ASA, Cisco IPSEC VPN along with Network General Infinistream/Sniffer and Visio documentation.

Example: Bad

Page 13: Recruiting and Retaining Generation Y Employees

Position: SQL Database Administrator – Information Technology Specialist 3

Position Profile: Come and join a team that seeks to improve the quality, reliability, processing, management and accessibility of data! The WSDOT Data Resource Management team is seeking an SQL Database Administrator to assist in the administration, planning, implementation and coordination of SQL Server and other relational database environments. This data is critical to efficiently and accurately delivering funded transportation projects on time and on budget.The SQL Database Administrator assists in providing expertise, direction, consultation and administration for WSDOT SQL Server Database Management System and related products. The successful candidate develops processes to import/export data, performs software upgrades and compatibility testing, assists in the monitoring, management and maintenance of SQL Server databases, assists with the management of storage space for proper function of WSDOT database infrastructure, and provides technical support for WSDOT database management policies and procedures. This position implements data architectures, security policies, and data extraction and loading routines.

Example: Good

Page 14: Recruiting and Retaining Generation Y Employees

What information do you really need at the beginning – the full application myth.

What can you ask for later?

Overcoming the barriersMake the application process as simple as possible.

Page 15: Recruiting and Retaining Generation Y Employees

Gen Y is civic minded – highlight the opportunity to give back.

There is no better time to make a difference than now! Focus on what’s cutting edge – we have some unique

systems and software, what do we have that other’s don’t?

Highlight the benefits (if you’re willing to give them).

Overcoming the barriersUse your strengths

Page 16: Recruiting and Retaining Generation Y Employees

This generation is social – good ones will want to talk to someone about the job before applying.

Compared to the cost to hire someone new, it’s more than worth it.

What you need: Name, email and phone number.

Overcoming the barriersBe available

Page 17: Recruiting and Retaining Generation Y Employees

Brand your agency Market your job Simplify the application process Highlight your strengths Be available

Overcoming the BarriersReview

Page 18: Recruiting and Retaining Generation Y Employees

Finding the right person

The Good, the Bad, and the Ugly

Page 19: Recruiting and Retaining Generation Y Employees

It’s about knowing who you want – reflecting on your, the team’s and the position’s needs.

Before you start looking, start asking questions.

Finding the right personPerformance Profiling

Page 20: Recruiting and Retaining Generation Y Employees

Different than traditional, behavioral or technical interviewing questions – requires more initial planning.

Traditional – Tell us what type of Manager you are Behavioral – If we asked those you work with what

type of manager you are, what would they say? Performance – Please give us a specific example from

your career that would clearly demonstrate that you are a good manager.

Finding the right personUse Performance Based Interviewing

Page 21: Recruiting and Retaining Generation Y Employees

Don’t rely on your judgment from the interview. The hiring authority should NOT do the reference

checks, get a third (unbiased) party. Look for consistency. Listen for unspoken answers. Get a signed release to go “off list”.

Finding the right personReference check your top 2-3 candidates.

Page 22: Recruiting and Retaining Generation Y Employees

Facebook – even if their page is private, pictures aren't always

LinkedIn Blogs Google Images News Articles

Finding the right personGoogle them

Page 23: Recruiting and Retaining Generation Y Employees

Retaining Gen Y Like any good manager, you should customize your management style to help employees succeed. Taking into consideration the general traits of Gen Y, here are some tips to help you retain Gen Y employees and keep them happy on the job.

Page 24: Recruiting and Retaining Generation Y Employees

Don’t have to micromanage, but do need to give clear expectations of desired outputs.

Allow them creativity to get there.

Retaining Gen YSet clear and consistent expectations – they will work as long as they have guidance.

Page 25: Recruiting and Retaining Generation Y Employees

Feedback needs to be continuous, keep them on the right track and you don’t need to waste time correcting behavior in the past.

Be available – a REAL open door policy If you don’t have time, assign them a mentor Praise in public, punish in private

Retaining Gen YPerformance Evaluations are NOT once a year.

Page 26: Recruiting and Retaining Generation Y Employees

If they come to you with a problem, make them bring a proposed solution.

If you give them a solution, allow them the flexibility to get there on their own.

Retaining Gen YBe Solution Oriented

Page 27: Recruiting and Retaining Generation Y Employees

You don’t need to be their best friend, but conversations don’t need to be always about work – build a relationship.

Listen to them. Keep track of their performance, provide meaningful

gratitude when it’s deserved. Don’t look the other way if they are doing something

wrong, this will affect the individual and the team.

Retaining Gen YLet them know you care

Page 28: Recruiting and Retaining Generation Y Employees

Doesn’t mean they are at the same level as you but: They want to be heard. If they have an idea, listen to it. If it’s a good one, letthem know. If it’s not, tell them why.

Retaining Gen YShow them respect

Page 29: Recruiting and Retaining Generation Y Employees

Questions?

Contact me at: [email protected] or 360-705-6932