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难伺候的“95后”:如何让你的公司进入他们的法眼?

Anne Fisher 2019年05月04日

“95后”虽然是最难捉摸、最难伺候的一代,他们最终也得在某个地方工作。这里有五种办法可以让你的公司进入他们的候选名单。

就在不久之前,企业要想招聘应届毕业生,办法还非常简单,要么是办招聘会、见面会,要么是直接把人叫到公司里面试,然后录用那个给你留下印象最深、工作热情最高的那个人。如果一名应届大学生通过公司网站发简历,他会自动收到一封“感谢您与我们联系”的电子邮件,潜台词就是“不要打电话给我们,有需要的话我们会打给你的。”

以前的套路,可不就是这么样吗?

但是现在,你可能正在越来越多地听到或者经历到截然不同的情形。很多招聘者都抱怨说,“95”后是一群特别难伺候的求职者,特别是2019届的大学毕业生。芝加哥猎头公司LaSalle Network最近对全美3000名即将毕业的大四学生进行了一项调查,结果显示,有76%的应届毕业生尚未接受任何工作,尽管其中的大多数人从去年9月就开始找工作了。

另外,“95后”尤其令招聘方不爽的,是他们一旦有更好的机会就想着跳槽。

一位不愿透露姓名的资深校园招聘人士表示:“如果你真想聘用某个特定的候选人,这个过程比以往任何时候都像一场谈判。他们可能同时盯着几家公司。他们可能前脚刚跟你谈妥,后脚就说不来了。你就得一直问:‘我们在你的单子上排第几位?你怎样才能加入我们?’”

另外,就业市场上还出现了越来越多的“游魂”式求职者。

“有的时候,你定下来的求职者跑到别的公司工作了,甚至都不让你知道,这种情况并不鲜见。”Gartner公司的人力资源副总裁布莱恩·克罗普表示:“他们的入职日期都过去了,他们就是不出现。”

当然,“95后”虽然是最难捉摸、最难伺候的一代,他们最终也得在某个地方工作。这里有五种办法可以让你的公司进入他们的候选名单。

1、用技术手段简化申请流程

据美国劳动力统计研究咨询机构代际动力学中心(CGK)在去年年底对几千名“95后”的调查发现,60%以上的“95后”每天只愿意花不到15分钟的时间申请工作。CGK的“95后”研究专家杰森·多尔西表示:“你应该用在线应用获得求职者的联系信息,然后再联系他们了解更多细节。你也可以将这种快速的初次接触方式作为向求职者宣传你的公司的一种手段,反复跟求职者对话。”

2、加强个性化体验

Gartner公司的布莱恩·克罗普指出:“他们这一代人,尤其是其中最受欢迎的人才,非常希望得到独特的、个性化的体验,而且他们希望这种体验能够迅速实现。所以如果他们发来简历的话,给他们发一封千篇一律的回复,已经不合时宜了。正确的做法是,应该立即给每个求职者发短信,说‘咱们见面谈谈吧’这类的话,然后附上你的名字。”克罗普表示,这种办法“确实需要更多的时间和精力”。“但这就是当前竞争的代价。”

3、多用社交媒体

要聘用“95后”,首先要了解他们常去的地方。根据CGK的研究结果,比起“85后”的哥哥姐姐们,20多岁的年轻人们更喜欢通过Facebook、YouTube、Instagram、Snapchat等社交网络做出求职决定。杰森·多尔西建议道,可以在整个招聘过程中插入一些简短有趣的视频,特别是可以在YouTube上发表一些显得“原生态”的视频,比如一个“95后”的员工如何在你的公司度过了一天,并且让他们坦率地谈谈他们的工作内容是什么,以及他们为什么喜欢你的公司。同理,你应该好好检查一下公司的Facebook页面,看看它是不是带着一股浓浓的企业公关味儿?在“95后”看来,这可一点也不酷。

4、多谈技能发展

培训项目、继续教育、新训营、研讨会……“95后”的学习欲是非常强的。Gartner公司的专家们发现了一个有趣的现象,在决定去哪儿工作上,比起薪酬待遇的高低,“95后”反而更加关心技能能否得到增加和提升,克罗普表示:“作为第一代的‘数字原住民’,他们在短暂的人生中见证了大量的技术变革,而且他们知道这种变革一直在加速。他们注重保持技能的新鲜度,避免自己的技能过时,所以聪明的雇主和招聘经理都会强调这一点。”

5、鼓励员工推荐朋友

多尔西建议道,如果你已经有了“95后”的员工,你可以让他们将他们的朋友也介绍来,“这是吸引‘95后’人才的最好方法之一”。只不过这里还有一个小问题,按照很多公司现行的推荐政策,被推荐人来公司上班满一年后,推荐人才会拿到一笔推荐奖金。多尔西认为:“对于多数‘95后’员工来说,这个时间太久了,根本不值得为此浪费精力。”他建议将推荐奖金分成三部分:在新员工入职时支付一部分,六个月后再支付一部分,新人入职满一年后再支付第三部分。有些公司已经在这样做了,而且他们对“95后”的推荐率和录用率都有显著增加。

最后要说的是,“95后”还有一个地方与“85后”有很大不同。如果你的公司真的招来了2019届毕业生,他们在升职上的耐心可能只有“85后”的一半。LaSalle Network公司的调查显示,大约有40%的“85后”希望每隔一到两年能得到升职。而在2019届毕业生中,希望毕业后一到两年内就得到升职的比例则达到了76%。

如果你真能达到这个目标,那可厉害了。(财富中文网)

安妮·费希尔是职场专家和问答类专栏作家,是《财富》杂志21世纪工作生活指南专栏“Work It Out”的作者。

译者:朴成奎

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.”Ouch.

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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