Millennials. So much research has been conducted at this point about this generation that it almost seems ridiculous. They’re lazy... they’re technically savvy... they need instant gratification faster, etc. Some feedback has been good, while the majority has been focused on the negative aspects of this generation. In recruiting, however, it’s a known fact that this generation is handled differently than previous generations. Here are three best practices to appeal to our current day Millennials (from a Millennial perspective) while recruiting them:
Research tells us 60% of who we are we're born with - the other 40% is what we have control of to manifest our destiny. Don't know if you thought these percentages were higher or lower, but it's interesting. To clarify, the stuff we're born with are things such as addictions, physical attributes, pychological idioms, etc. Suffice to say, we can change much and none of this should dimish our chance of living a successful life!
So what then do we do when it comes to hiring or dealing with people in the workplace? In my humble opinion, three things we can do to avoid people mistakes.
Referrals are extremely valuable for building candidate pools, but we rarely actively do it. Generally we are passive about referrals. A candidate or recent placement may happen to recommend a friend or neighbor, but not because we solicited the referral. If you proactively seek referrals you can reap the benefits. Here’s why you want referrals and how to get them.
You arrive at work and before you know it it’s lunchtime, or better yet you didn’t even take a lunch and it’s the end of the workday and time to leave. But, you can’t leave because you feel like you didn’t get anything critical done. Does this describe your typical day as a recruiter in a staffing office? I know it did for me when I was in a recruiting “bullpen”. Here are three to-do’s to make the most of your recruiting time.
Every new year, industry content will come out with multiple articles of the ‘New’ and ‘Game-changing’ insight and suggestions on how to become more successful in your business. This is no different for the staffing industry, with articles touting various ways to improve on recruiting. As an industry, we have started to move away from some of the most critical yet basic recruiting methods. Here are just a few of my suggestions on how to keep yourself on top of the game:
A few weeks ago we shared an article on our research study to hire only A-player recruiters. That article focused on only professional recruiters. We also gathered and analyzed data for commercial recruiters. For the study, we defined commercial recruiters as those that focus on positions in light industrial, manufacturing, construction, trades, logistics, warehousing, hospitality, general labor, and so on. There were clear distinctions for high-performers depending on whether they identified as professional or commercial recruiters.
The skills gap is widening and it’s getting harder to find great internal talent. In the November-December 2015 edition of the ASA Staffing Success Magazine, staffing execs were asked, “What do you look for when searching for a great recruiter?” In addition to experience, characteristics like self-motivation, sense of urgency, being detail oriented, and people skills were included in most comments.
Interestingly we asked ourselves a similar question just a few months ago. How can we increase our chances of hiring an A-player staffing recruiter? If you’ve been a leader in the staffing industry for a while you could come up with a viable list of characteristics similar to those comments in the magazine article. But, how do you know for sure that you’re going to get an A-player? We still seem to have recruiters that just don’t perform at the level we expected when we hired them. Maybe performance isn’t to the point of being fired, but the result is our office is filled with mostly B- and C-players that just don’t produce high results.
Instead of just using our gut, we sought a scientific approach to identify key traits and competencies.