Generational Hiring 67
The challenge: You need to attract and recruit more college graduates to work for your company. The solution? It's both easy -- and complicated.
In the best outlook since 2007, 65 percent of employers are planning on hiring recent grads, according to a recent CareerBuilder survey. That number is up from 57 percent last year, a sure indicator that the Class of 2015 has great career prospects.
That’s not to say they won’t face challenges, though, in entering the career market—and hiring these recent grads means utilizing their fresh education and building upon their blank slate of experience.
Chris Bailey, noted speaker in the area of global recruitment and generational diversity and vice president of financial services recruiting at CML, keeps telling me millennials are over (thank goodness). Gen X leaders, Chris says, now need to prepare for the emergence of Generation Z. He has a few ideas on how they can start doing just that.
With four and soon-to-be five generations in the workforce, the needs, wants and proclivities of this key source of competitive advantage change on a daily basis. How can talent advisors help the CEO and other execs grapple with the differing needs of these constituencies while remaining focused on achieving business objectives?
We asked 8 hospital leaders about a problem each of them found challenging about managing a multigenerational staff, and the strategy used to solve it. Here are the 8 challenges -- and solutions -- from the hospital frontlines.
Ever since workplaces and human resources departments have existed, there have been people from different generations on the job. Let me tell you a story about college, and The Beatles -- and about talent advisors being the player that brings generations together.
Generational diversity is everywhere. While it's true that different generations have different needs, it's also true that making assumptions in human resources is a dangerous game to play. We should be very careful when we discuss the age-related characteristics and attributes of our workforce. We ask leaders to use facts and data to reach evidence-based decisions that impact organizational strategies -- and as talent advisors, we need to do the same.
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