The recruitment trends landscape has been in a constant state of disruption for over 2 years now but it hasn’t all been bad. Anomalies as results of Covid-19, such as lockdowns “The Great Resignation” and “The Great Exhaustion” have all brought challenges but for many industries, they have also brought opportunities. Some Recruitment trends and challenges will continue into the mid 2020’s, such as the ongoing skills shortage and managing the demand for flexible work but recruiters and HR departments have been kept busy with talent within Australia’s borders.

The past 3 years have required organisations to adapt more than ever to find and attract top talent. With travel restrictions a thing of the past and the governments latest announcement, we can’t expect an influx of overseas talent in the next 2 years, but that doesn’t mean all will be quiet.

With the power still sitting with employees and candidates, people are moving around and looking for opportunities at an increased rate. Now is the perfect time for Australian businesses to streamline their recruitment funnel and ensure they are attracting the right talent with the right skills and behavioural preferences of their businesses.

In the first part of our recruitment trends series, we have looked at the top 5 challenges and recruitment trends facing organisations in the coming months.

Neurodivergent Candidates Recruitment trends

Organisations are doing more and more to ensure their processes are fair and inclusive for neurodivergent people. New assessments and technology are empowering businesses to move away from obsolete practices that push neurodivergent candidates out of the funnel.

Neurodivergent candidates have a range of skillsets they can bring to organisations and excel in a number of areas beyond those that are not neurodivergent.
There are 3 million neurodivergent people in Australia and this largely untapped talent pool can help ease Australia’s skills gap. Just some of the unique skills neurodivergent candidates can possess are:

• Sustained concentration
• Faster problem solving
• Superior memory
• Strong attention to detail
• High integrity

Watch our webinar with our partner Xceptional on developing a neurodiversity-friendly business environment by equipping your hiring managers and teams with the knowledge and tools to source, recruit and work with neurodiverse colleagues.

Flexible Working is Here to Stay

Many organisations now include a flexible working arrangement as part of their offer and several organisations have negotiated with their staff to work from home on certain days to maintain employee engagement.

A survey by Hays in December 2021 asked 4,007 respondents what flexible working means to them. 59% defined a flexible model as working from home regularly at any time. Most people feel flexible working should not include a fixed schedule and instead use a model that is based on shifting business and individual priorities. 35% stated that flexible working looks like a hybrid working on a set schedule, proving that some professionals are agreeable to a prescribed on-premises and remote roster.

This year businesses need to move towards a hybrid model and be cognisant of what competitors are offering talent and be prepared to lose candidates if your flexible model isn’t competitive. As Australian businesses advance forward with their chosen models it is now imperative to understand how elements such as culture, collaboration and community can be instilled and nurtured using a flexible model.

Environmental, Social and Governance (ESG)

Environmental, Social and Governance (ESG) alignment has become a crucial component for candidates. ESG includes an organisation’s environmental impact, social impact, mental health and wellbeing support and equity, diversity and inclusion policies.

Our recent webinar on Employee Engagement touched how candidates want to work in organisations that align with their values and if the Great Resignation has taught us anything, it’s that people want to work for organisations that care about their wellbeing.

Diversity and Inclusion continues to grow in importance, as people want to work in diverse environments and for organisations that offer opportunities to diverse people.

Digital transformation & optimisation and extracting organisational value from it

Digital transformation is the number one issue facing Australian business leaders in 2020, has remained a core concern in 2022, but with a twist. Two years ago, digital transformation risk was primarily about implementation; enabling IT to deliver much-awaited productivity gains and engender workplace flexibility. Today, the risk associated with digital transformation has moved into a different phase as many organisations have been forced to embrace new technologies and ways of working to navigate COVID‑19. The risk today is more about optimising outcomes and extracting organisational value from change that has already occurred.

Our recent A.I webinar touches on this by looking at the contrast between the technology organisations have been sold vs what has actually been delivered and what organisations are getting out of their technology.

Skills Shortage Continues

This month’s mid-year economic and fiscal outlook update shows net overseas migration is set to dramatically turnaround in coming years. From minus 72,000 in 2020-21 and minus 41,000 in 2021-22, it will lift to 180,000 in 2022-23.

In May, the federal government was predicting net migration would be about half this in 2022-23. This month, the federal Treasurer said the increase “includes about 200,000 places for students, tourists and skilled workers to address skills shortages”.

However, with concerns around Covid-19 still looming the opening of borders is not set to be an immediate solution to the labour market skills shortage. Given record vacancy activity, internal and external migration will balance out the exodus of young workers who embark on their postponed overseas work experience, diminishing hopes that immigration will ease existing skills shortages in some industries.

Organisations must improve their processes to identify and hire (and retain) the right people, source talent from overseas and increase graduate recruitment to tackle the ongoing skills shortage. Watch our graduate recruitment trends webinar here to learn about graduate recruitment trends and challenges.

We recently came across a Canadian cognitive aptitude testing study published this year by Hausdorf and Robie, which explored differences in general mental ability (GMA) test scores among culturally diverse groups in the context of employment selection. This paper explored whether using GMA tests in recruitment can result in adverse impact upon cultural minority groups. For context: this study specifically examined GMA testing scores for immigrant versus non-immigrant applicants for a bus driver position.

Applicants completed a short pen-and-paper cognitive aptitude testing GMA test. The authors’ hypothesis: that first-generation immigrant applicants would score lower on the GMA test than other applicants (second-generation immigrants or non-immigrants), was supported. However, cultural differences in GMA scores were largely eliminated after controlling for variables like age, years of education, and English fluency.

An earlier study by the same authors used data from a number of countries including Australia, and found that cultural differences in GMA testing scores in Australia were “small to non-existent”. The authors also found in this sample that second-generation immigrants’ GMA testing scores were higher than non-immigrants’ scores. Importantly, in this study, the authors noted:

It is important to recognise that we are not implying that current GMA tests are predictively biased against immigrants to any significant degree. Eliminating the use of GMA tests in personnel selection will likely reduce the overall validity and utility of a selection system. Moreover, relying [solely] on interviews has its own problems

What can we learn from this cognitive aptitude testing, and how can we ensure that we administer cognitive testing in a culturally sensitive manner?

Language availability

In this study, the test was administered in English, however – 79% of applicants (most of the sample) identified as first or second-generation immigrants, and consequently may have learned English as a second language. Some online GMA tests are available in a range of different languages: the Saville Swift Analysis Aptitude – Rx, for example, is currently available in 29 languages! Checking language availability of cognitive aptitude testing may be worthwhile, particularly if you are administering assessments internationally.

English as a Second Language (ESL) norm groups

If your chosen cognitive assessment is only available in English (which can be the case), Testgrid strongly recommends considering using an ESL norm group. When using cognitive aptitude testing for recruitment, we are most interested in how the candidate has performed relative to others: for instance, relative to other graduates, or to other professionals and managers. When examining cognitive testing results, it is best practice to compare an individual to others who are most similar to them. (This also makes logical sense: for example, we wouldn’t really be interested in how an electrical apprentice candidate has performed compared to HR managers! We would be most curious about where their results sit compared to other apprentices.) In the case of individuals who have learned English as a Second Language: research suggests that compared to the general population (on GMA tests administered in English), ESL candidates tend to perform slightly less well on the Verbal Reasoning component and that there is generally no difference for Numerical or Abstract Reasoning components. Again, this makes sense as Verbal Reasoning items often involve vocabulary, grammar, analogies, and reading comprehension. For an individual reading such items in their second language, they may still answer correctly, but may just take a little longer to read through or analyse the items. Consequently, we believe the fairest and most diversity-centric approach is to use ESL norms where possible. Testgrid has created ESL norms for a number of our cognitive assessments.

Abstract Reasoning

Abstract Reasoning cognitive aptitude testing is becoming more popular as diversity-centric cognitive tests, as they are language-free (and acultural), and therefore cannot discriminate on the basis of English language. Rather, these visual items involve shapes and patterns and provide an important measure of fluid reasoning: how we solve new problems and reason in a logical manner. Performance on these tests is also less affected by socio-economic factors and educational circumstances.

To speak with us about diversity-centric cognitive testing, please get in touch with us at here!

Neurodiversity is a term originally coined by Australian sociologist, Judy Singer, in the late-1990s. It refers to the range of differences in individual brain function and behavioural traits, regarded as part of normal variation in the human population (used especially in the context of autistic spectrum disorders). In the workplace, it is the idea of inclusivity that extends to neurological differences, including hiring and retaining talent with neuro-variations such as autism, ADHD, and dyslexia.

Despite increased awareness of neurodiversity, the latest data shows that Australia experiences one of the highest rates of unemployment of people with disabilities in the OECD (Soldatic & Pini, 2009), suggesting a lack of sustainable employment opportunities for people with disabilities (Lantz & Marston, 2012). Compound this with the fact that many standard recruitment practices (such as the use of technology to assess social skills) can disadvantage neurodiverse candidates and you’ve got a roadblock.

Neurodiverse candidates often possess exceptional skill sets, such as being able to recognise patterns within large sets of data and prolonged periods of concentration, that other candidates may not, yet those affected often struggle to fit the profiles sought by prospective employers. Multiple studies have shown that there are also correlations between elevated levels of stress caused by uncertainty for those diagnosed with Autism Spectrum Disorder (ASD). Therefore, when it comes to recruitment, neurodiverse candidates will benefit from knowing exactly what to expect at each stage of the process.

In 2016, EY piloted an Autism program in Philadelphia, hiring four people with autism as account support professionals. The program established EY’s Neurodiversity Center of Excellence, which today employs about 60 people across the U.S. and is looking to expand internationally.

According to Harvard Business Review, the benefits of neurodiversity programs include “productivity gains, quality improvement, boosts in innovative capabilities” (because neurodiverse employees often do not see things the same way neurotypical employees do) and “broad increases in employee engagement.”

So let’s take a look at how you can attract and retain neurodiverse talent.

Remove barriers from your application process

We’ve said it before as it really is an outdated practice, but generic blanket statements on job descriptions only muddle otherwise straightforward insights and make job functions unclear, especially for neurodiverse applicants. Simplify your language and make it specific to the job you are posting. Creating a job description can be tough, but investing the time it takes to write a good one improves not only the volume of candidates, but the diversity and quality of those candidates.

Our experience tells us that job adverts often include lengthy ‘wish lists’ of essential skills, so we recommend challenging these – do all employees really need “excellent communication skills” for example (often a default skill listed), as neurodiverse candidates may be dissuaded from applying.

Clarify that your company welcomes neurodiverse candidates

Make this small addition in the introduction of your job ad. It puts neurodiverse candidates at ease and helps them feel confident in submitting their application. For example, you could say something like:

“[Company name] welcomes applications from neurodiverse candidates, and is willing to make accommodations in the interview process to best suit the needs and strengths of the individual. If you require accommodations, please contact us upon our response to your application”

Set candidates expectations

The traditional recruitment process can make  candidates with neurodiversity nervous due to the uncertainty of the process or expectations, combined with the knowledge that their every action is scrutinised. Successful applicants should be provided detail in a clear format in advance that outlines the recruitment process, such as what to expect on the day, directions to the office, and names of the hiring managers who will be interviewing them. This kind of pre-planning is just one change that employers can make to enable neurodiverse candidates to perform at their best.

Rethink the interview process

Another factor preventing this untapped talent pool from being hired is that many hiring managers don’t know how to interview someone on the autism spectrum, who might not perform well in a traditional sit-down interview. Traditionally, the interview process has relied heavily on social cues such as body language, eye contact and communication skills. However, during the interview itself, interviewers should focus on the specific skills needed for the job. In this case, it is best practice to allow neurodiverse candidates to see questions in advance of the interview.

Audit your assessments

Assessment technology is increasingly used to level the playing field and encourage meritocratic hiring, however, some approaches can disadvantage neurodiverse candidates. For example, some game-based assessments can include elements of pattern recognition which has a disproportionate impact on neurodiverse candidates.

When assessing neurodiverse candidates, hiring managers should consider the type of environment that this will be taking place in. For example, neurodiverse individuals may have a heightened reaction to external stimuli such as noise, so it is worth producing an interview guide that encourages candidates to select an area that will be free of disturbances (if undertaking assessments remotely).

In Summary

Creating a neurodiverse workforce will require hiring managers to take a step back, remove assumptions and communicate in a new way. The bottom line is that inclusion is worth the extra effort.

Contact us to learn more about the challenges of recruiting neurodiverse candidates and how we can help you adjust your recruitment process.

A new meaning to ‘thinking outside the box’

Neurodiversity refers to the difference in brain functioning in individuals with conditions of Autism Spectrum Disorder (ASD), Dyslexia and ADHD. Such differences may impact information processing and communication style, but open doors for creative ideas, promoting the ability to think differently. There is no need to ‘fix’ neurodiversity, much like how it would be wrong to impose change on LGBTIQ+ and racially diverse individuals. People experiencing neurodiversity are unique individuals who require support and accommodation but have used their atypical minds to make ingenious contributions to society to the likes of Michelangelo, Mozart, and Einstein.

Why should I bother making extra effort for Neurodiverse candidates?

People with Autism Spectrum Disorder (ASD) are experiencing higher rates of unemployment. In 2015, there were 75200 Australians with ASD between the working ages of 15-64, with an unemployment rate of 31.6% – more than 3 times the rate of people with disability, and 6 times the rate of people without disability (ABS, 2015). Unfortunately, this prevalence of unemployment is worsening outcomes for the population with ASD, as the lack of workplace inclusion is preventing opportunities for development of communication and other work skills.

“You could call people with neurodiversity ‘specialists’, as opposed to ‘generalists’ – masters of some things but not jacks of all trades”.

Dr Nancy Doyle, CEO – Genius Within (Doyle, 2019) 

Additionally, people with neurodiversity are intelligent and capable and could provide new insights.

Although individuals with ASD experience differences in behaviour and communication, these differences take place on a spectrum of strengths and challenges. This means that neurodiverse candidates may be stronger, even gifted, in certain areas and can contribute to the workforce more effectively than is generally expected. Some organisations are even viewing neurodiversity as a competitive advantage!

Hewlett-Packard (HPE) has experienced improvements in quality, productivity, innovation, employee, and even customer engagement resulting from inclusion of neurodiverse talent. For example, when undergoing software testing, as characterised by their disorder aversion, neurodiverse employees became intolerant of the chaos and disorder in a client’s project. This led to questioning and an innovative redesign of the software launch process.

Companies such as HPE, Microsoft, Vodafone, and SAP Software Solutions have implemented development programs for neurodiverse talent, which has led to further consideration of employee development for the entire workplace. Understanding one another is the key to effective teamwork and success.

Workplaces should take the following into consideration when working with neurodiverse employees:

Environmental adjustments: individuals with Autism can experience visual and auditory over-stimulation and may benefit from blocking lights and sounds out to minimize distractions. The use of headphones, light adjustments, and weighted blankets to decrease restlessness has shown to be effective for neurodiverse employees.

Consider flexible working arrangements, and the ability to take breaks when necessary, giving the individual an ‘out’ if over-stimulation is taking a toll.

Many variables can impact the way a neurodiverse individual feels at work. ATC has developed a tool that can assess an office’s suitability to employees with ASD. Try this workplace Autism friendliness quiz to see how your office lines up.

What makes them tick? Every neurodiverse individual has different strengths and challenges. Many psychologists recommend personal, human contact as a way to support and improve outcomes for people with Autism in the workplace. This can range from ‘light-touch’ support such as regular communication and check-ins to formal career counseling and development. As experienced by large corporations, employee and leadership development programs increase understanding of neurodiverse employees, improving group cohesion and teamwork.

 

Contact us for a range of Testgrid’s employee and leader development tools.

As a quick refresher: artificial intelligence (AI) is an area of computer science focused on creating intelligent machines (or ‘robots’!) that can think and behave just like humans. Using machine learning, we can now train machines to learn from data: they can identify trends and patterns, and make predictions based on these.

Obviously, the time-saving potential of AI in recruitment settings is huge: consider how much time recruiters can save by leveraging artificial intelligence to perform tasks such as screening resumes, compiling candidate shortlists, reviewing video interviews, scheduling interviews, and even answering candidate queries in real-time. We certainly believe in the capacity for artificial intelligence to free up recruiters’ time by automating repetitive, administrative tasks, and enabling them to focus on the more ‘human’ elements of their roles.

However, given that AI claims to train machines to “think and behave just like humans” (and being a psychometric business), we were interested to test the cognitive ability of a popular AI tool, to see exactly how its intelligence stacked up against that of real breathing, walking, living humans.

Putting AI to the test..(literally)

We kindly asked a leading AI (‘word2vec’) algorithm to take one of our Verbal Reasoning assessments, using natural language processing. Natural language processing (NLP) involves converting language data into a form that computers can understand.

The Verbal Reasoning assessment was one of our most commonly used tests: a mid-level assessment covering a range of verbal reasoning aptitude areas, such as vocabulary, similarities, and verbal analogies. It is typically used for professional and managerial roles.

The Results?

The AI tool scored in the 19th percentile, which is classified as Below Average. In other words, it performed better than 19 percent of the general population on this assessment.

Which leads us to the question: do we really want to give AI tools free rein to make unsupervised decisions about people?

We maintain the belief that the value of AI (as it stands currently) lies in supplementing, not replacing, human capability. But we also want to know what you think – get in touch with us at hello@testgrid.com

How to spot frauds?

Why is fraud such a big deal? In Australia alone, the estimated cost of fraud amounts to $8.5 billion annually. Sadly, 60% of fraud cases take over 3 years to detect, 61% of fraud cases result in no recovery, and a whopping half of Australian businesses experience economic crime.

So, what can we do about it?

Background Checking and Online Reference Checking

Background checks delve into an applicant’s history to verify areas such as work rights, educational qualifications, disclosable criminal records, driving records, and suitability to work with children. In other words: verifying whether this applicant IS who they say they are.

Reference checks can provide a comprehensive picture of the applicant’s likely performance in your organisation, based on their performance in previous roles.

Traditionally completed over the phone, moving to online reference checking offers the following efficiencies:

Improved response rate (as referees can complete it at their convenience, outside of business hours if needed)

Automated reminders to complete

Time savings for recruiters (as there is no need to chase up referees or spend time on the phone)

Reduced time to hire

Secure platform enables identity verification of referees (on the phone, we cannot tell whether the referee is who they say they are – or just a friend of the applicant! See Hamish and Andy hilariously demonstrating this critical flaw of phone reference checking…!)

Improved quality of responses (in writing)

Numerous checks can be collated in one place (single dashboard)

Removes the impact of unconscious bias (questioning style over the phone, and interpretation of responses)

Why are these checks important?

Given that 50% of Australian businesses experience economic crime, combating fraud needs to be a top priority. Background and reference checks can reduce liability (of businesses as well as of recruiters), protect your brand, and help to provide a safe workplace.

In the past 12 months alone, we have seen numerous high-profile cases of deception in the media: a politician falsifying his university qualifications and military award, medical professionals with bogus qualifications, and cases where charities have been defrauded of funds.

In Summary

The most common discrepancies uncovered in background checks are falsified employment records, falsified educational credentials, and failure to disclose criminal histories. Depending on the particular check(s) required, conducting background and/or online reference checks can cost less than $100 – and in some cases less than $50. This is a small price to pay for peace of mind that your applicant has provided you with honest and accurate information about themselves.

Your background and reference checks can be completed in the same, self-service portal, can provide automated email and SMS communications to candidates, and can also integrate into your ATS.

For more information on background checks or online reference checks, contact us today!

Put yourself in a grad’s shoes: you’ve been waiting for this moment for years. You’ve finally started your dream graduate position. You’ve invested in a new work wardrobe, adjusted to the 9-5 life and just started to feel comfortable within your team – and BAM! A global pandemic hits. Your whole office is working from home, you still don’t really feel like you know what you’re doing, which isn’t helping with your diminishing motivation and the temptation of Netflix… You’re not too sure how to take initiative with tasks, and secretly feel afraid to bring this up with your manager: what if there isn’t any work for me? Will I be made redundant in my first year out of uni?!

Hi Graduate Employers! If you haven’t met us at an AAGE event before: here’s a little bit about us. We’re Testgrid – Australia’s market-leading provider of psychometric assessment. Our point of difference is that we’re not a test publisher, but providers of a platform with access to 2500+ assessments from a range of publishers. We take an agnostic approach to psychometric assessment: one size certainly does not fit all, and each role and organisation might require a different assessment – so we give you access to them all.

What About Development?

With the name Testgrid, some people are unaware of the other aspects of our business: including development solutions. That’s what we want to talk to you about today. If we step into the shoes of a recently-employed graduate, it’s easy to understand the thoughts running through their minds at the moment. To help counteract this unmotivated and fearful mindset, it’s important to take evidence-based steps to maintain engagement of graduates working from home. From reviewing the literature, extensive research has shown key predictors of successful remote working, including things like clear communication and collaboration, self-motivation and organisation, ability to embrace change, and a sense of meaning and purpose in one’s work. You can read more about graduate engagement and the latest challenges graduate recruiters are facing in our latest 2021/22 Graduate Recruitment Trends Ebook. On the back of this information, Testgrid has created a unique competency framework that can help identify strengths and gaps in key skills for remote working.

Our Tips For Engaging Remote-Working Grads

Foster Meaning and Purpose

Recently-employed grads may struggle to understand the wider impact their work is having on the organisation. Extra direction is paramount in this climate, as well as crystal-clear communication. Research into Millennials has shown they commonly need to see the value and relevance of their work, which can be cloudy when working remotely. Go out of your way to give an extra bit of praise and direction – even if it feels cheesy! In these work conditions, new grads haven’t had the opportunity to see the outcomes of their work, so may need a reminder.

Direct Grads On Their Path of Development

Remote working provides the perfect opportunity for professional development and upskilling, and what does research show Millennials love? Development opportunities. Take this time to invest in your future workforce and make the most of their time. Development gives individuals intrinsic motivation – a natural sense of satisfaction from personal growth. This will make grads feel valued and motivate them to excel in your company long-term. Alongside our variety of assessments, we offer a range of development and engagement programs for your graduates. In the form of online workshops, these assist not only with graduates’ personal and team development but also to foster meaning and connection with their work and your company in a time of social distance.

What Should A Remote-Working Grad Engagement Program Look Like?

1. Assessments

Begin with a behavioural/personality or emotional intelligence assessment, for example:

DiSC

HBDI

Saville Wave Professional Styles

Saville Wave Work Roles Reporting (for a teamwork-focused approach)

Genos Emotional Intelligence Inventory

Genos Emotional Intelligence 360

Testgrid Remote Working Competency Framework

2. Debriefs

Zoom/telephone debrief with a Psychologist (1 hour)

Structured discussion of assessment results to equip grads with self-awareness of strengths, development areas and relevant strategies.

3. Online Workshops (via Zoom or similar)

To identify the most important areas for development and engagement of your specific grad cohort, analyse the group data to determine themes. Appropriate activities can then be selected to ensure grads engage in a workshop that is as well-suited to their development areas as possible. Activities and assessments can be customised based on your organisation’s desired engagement and development outcomes. To learn more about the trends you can expect to see in graduate recruitment and how to tackle them, read out latest guide here, or Contact us to to see how we can help you prepare for the new inevitable challenges ahead.

It is official, Gen Z is the newest cohort to join the working ranks. Born between 1997 and 2012, this generation is just leaving university and is already making changes to the way we hire and recruit. Meeting them on their own terms could mean successfully attracting and retaining the newest generation of workers. It is important to know the differences between Millennials and Gen Z. While they are both young, technologically inclined, and generally skeptical of the world around them, millennials grew up during an economic boom and graduated into a recession, Gen Z grew up in the recession watching their parents and friends struggle. This has shaped the outlooks of both generations in a distinct way. It’s important for any business looking to recruit these generations to recognise that they are, in fact, different generations, with different experiences, outlooks, desires, and expectations. Treating them the same, as a broad pool of “young people”, will significantly dampen the effectiveness of recruiting efforts.

Some key differences:

• Millennials have an inherent optimism, while Gen Z candidates tend to be more pragmatic and realistic.
• Millennials tend to be more collaborative, while Gen Z candidates feel more self-reliant and independent.
• Millennials saw the rise of social media and are more forthcoming with personal information, while Gen Z candidates saw how this has been abused and tend to be more private.

With Gen Z expected to make up a thrird of the working population by 2030, it is a good time as ever for companies to implement ongoing graduate recruitment strategies to ensure this highly needed talent is continuously brought into the organisation, ensuring their long-term competitiveness, innovation, and growth. Such a strategy requires companies to think about a standardised process that facilitates fair, consistent, and efficient hiring. Now is the time to start experimenting with recruitment messaging through various channels, from in-person meetings to bite-sized social media content via the platforms regularly used by Gen Z, like TikTok and Instagram. It’s important to keep in mind that strategies need to be developed and evolve over time, they can’t change overnight, which is why it’s a great time to start testing now and be prepared to weather failure before finding success.

Gen Z is motivated by purpose and meaningful work

Older generations often want careers for their own benefit; to support their families, to save up for luxury purchases, and so on. Younger generations, by contrast, tend to have higher-level goals in mind. They don’t just want to support themselves, they want to make the world around them a better place, both for their local communities and for the world as a whole.

You can utilise this as part of your recruitment and outreach messaging. Think about your role in your community and both nationally and globally. Determine ways that your company is making the world a better place, and emphasise that by working for your company, these young candidates will be helping to make that dream a reality.

The importance of work-life balance and remote work

Offering flexibility with remote work is more than just a temporary Covid induced necessity. It is a hugely beneficial perk that can attract both younger millennials and Gen Z candidates. Millennials love the flexibility it gives them, though they will often continue to attend in-office shifts for collaboration and in-person interaction. Gen Z will love the independence it gives them, as a chance to work at their own pace and prove their value on their own terms.

Diversity is a crucial component

77% of Gen Z  said levels of diversity affect their decision to work at an organisation. Employers seem to finally be understanding that recruiting for diversity is more than a trendy buzzword and that it actually helps organisations to be more innovative, profitable, and generally more successful. Still, however, putting theory into practice seems to be a big hurdle, which isn’t surprising when you consider that it is in every human being’s nature to be (unintentionally) biased. Technology can offer graduate recruiters new possibilities to eliminate bias in their recruitment process as far as possible.

The traditional CV contains a lot of information that can lead to bias, such as gender, age, educational background, address, etc. In comes blind recruitment, which allows for anonymisation of this data in a quest towards a fairer process. 

Clear development path and career progression

Millennials have experienced a decade of working in an environment where job security is scarce and the chances of retirement feel slim to none. Gen Z is entering the workforce with the same feeling, which is why nearly half of the entire working generation works in the gig economy or as a freelancer. Almost half (46%) of Generation Z workers are freelancers, a number that is only projected to grow in the next five years.

As a recruiter, if you can offer job security, upward mobility, a defined career path, and the promise of retirement, you can become very attractive to members of these generations. This means more than just promises; if a candidate works for you for a year with no sign of potential improvement, they’ll be highly likely to start looking for alternatives.

It’s time to get tech-savvy

91% of Gen Z said tech sophistication would impact their interest in working at an organisation. To successfully recruit this generation, you need to know their technology. This extends to every part of the process, from making sure your job application process is mobile-friendly to utilising modern tech in your workplace. Nothing turns off a young candidate more than learning that they’ll be required to use software older than they are. Hence the way you attract and engage with Gen Z should be as digitally native as they are. Video is becoming the default way to communicate online and digital natives expect videos everywhere they go when they are online. What better way to show candidates that you are completely up to date and on-trend, than presenting your vacancies with a video or getting to know them via video interview?

Streamline your process

Gen Z candidates move very quickly and expect an offer within 2 weeks of their first interview. it’s important that your company is agile enough to recruit, analyse, and extend offers as quickly as possible. There are a lot of different ways you can work to streamline the recruiting process.  It might mean using a modern, high-quality applicant tracking system, psychometric testing, and video interviews. It also means making sure your HR department is fast to respond and make decisions. Remember; the longer it takes between an interview and a job offer – or an application and interview – the more likely it is for a candidate to look elsewhere. Cut down on time-to-hire and provide frequent updates throughout the hiring process to provide a positive candidate experience and keep the candidates engaged.

In Summary

Gen Z is highly individual. They will be very resistant to the idea that they can be hired for a role and then be moulded to fit that role. They are who they are, and they aren’t likely to change for a job they only figure will stick around for a year or two. They will want to pick a role that suits them or shapes their role to better fit who they are. Resisting that kind of matching will make it much, much harder to recruit and retain Gen Z candidates. Gen Z is the next big wave in young employees, and they bring with them a new paradigm in work and in recruiting. Now is the time to adapt to that paradigm.

Contact us to learn more about the challenges of the recruiting Gen Z and how we can help you prepare for the new generation.