Life-cycle considerations important in getting, keeping employees

848

The war for talent has begun. In boardrooms and executive suites the topics of recruiting and retention are on the bottom line radar screen. The reason is simple—these have suddenly become big barriers to organizational growth.

Today employees are in the driver’s seat. They can pick and choose a company based on the nature of the work, flexible benefits packages, and corporate culture. And where an employee is in their career lifecycle plays a key role.

As we have worked with our clients to develop more creative recruiting and retention strategies, some solutions have begun to emerge that cross all industries. A 1999 study has confirmed what we have been observing. It was conducted by BDO Seidman, in conjunction with The University of Wisconsin-Whitewater and Business Development Directives.

The study describes a career lifecycle approach that is circular in nature. For instance, they explain, "Although youth is no longer a prerequisite for starting a new career, nor age the mandatory trigger to end one; generational issues are in play when it comes to better understanding employee motivation." Their research divides employees into three groups and points out that each group has distinct wants and needs.

Career Establishment:
For example, young people who are establishing a career are more interested in trying out several companies. The research points out, "They are unimpressed with authority…are an independent lot who reject workaholism and materialism. They seek a more balanced life."

This group appreciates: Casual dress, training, collegial versus hierarchical management, visual stimulation, varied and interesting work, and frequent feedback.

Career Development:
Those individuals who have begun to raise a family become more interested in career advancement coupled with family balance. If their company doesn’t favor family-friendly values, they are likely to make a move. As the study affirms, this is also the time when "individuals either attain their long-sought position of their dreams or experience diminished hope of ever attaining it; productivity is high, but entrepreneurial drive can atrophy if not redirected."

This group appreciates: Continuing education, stress management programs, work at home privileges, enhanced health benefits, comfortable office facilities and flexible hours.

Re-direction/Retirement:
As individuals mature, they reassess their priorities. They need to feel appreciated and utilized and many are conscious of their legacy. They want to mentor younger workers and solidify their reputation with peers. Some decide to work part time or to consult—often working with their former companies.

We have found that this group appreciates: Flexible hours, health care benefits, pension plans, part-time options, opportunities to mentor and teach others and other opportunities to demonstrate mastery of their skills.

Some tips for recruiting from the BDO study and other observations:

§      When recruiting in a specific age group, the study found that involving employees who mirror the age of applicants pays off in making potential hires feel at home.

§      Use wording in advertisements that describe an enlightened corporate culture. This draws far more candidates than listing job requirements. Write in a personal, conversational style.

§      Place ads where desired employees are likely to see them. For instance, younger employees are likely to use the Internet or campus staffing services, while Baby Boomers will often look in the daily newspapers.

§      Your first contact with a potential candidate is critical. For instance, we were interviewing newly hired employees for a client to determine how to improve their recruitment process. Several new employees told horror stories about their on-campus recruitment experience. The interviewers were late, weren’t skilled at interviewing, were unfamiliar with the jobs and were far older than the candidates. They only decided to join the company based on their on-site visit. Think of how many good candidates never made it that far.

§      Make it personal and act fast. Personalize letters and build rapport with each candidate. Don’t let a good candidate dangle — follow up often during the hiring process and make an offer as quickly as possible.

§      Personalize the job offer to suit the candidates’ unique interests and credentials. Even if your compensation package isn’t as attractive as your competitors’ you may be able to offer a lifestyle perk that tips the scales in your favor.

Good managers know that employee satisfaction is essential to healthy teamwork, initiative and productivity.  Based on an in-depth study of the most innovative ideas in creating a culture where employees thrive, our recruiting & retention tools have all the secrets you will need to find and keep the best employees.

Creative Recruiting & Retention Strategies
Recruiting & Retention Booklet Series (Includes Joan’s booklet, 86 Creative Ideas for Having More Fun & Less Stress at Work)