The study compared the expectations of students and graduates from their work with the expectations of recruiters.
As industries face a talent shortagehave turn out to be recent graduates highly wanted across all sectors, job functions and kinds of organisations. Attracting and retaining This new generation of staff has turn out to be a pressing issue for each managers and HR departments. This trend, which is predicted to proceed not less than until 2030, results from demographic aspectscoincides with a major shift in the way young professionals view their careers and their relationship with work.
While there may be plenty of advice on the right way to improve your employer image, little research directly compares the prospects of young graduates with those of recruiters. Do firms really understand the expectations of this generation, also known as “NewGen”?
All the firms we surveyed admit that the younger generation’s attitude to work differs from that of previous generations. Our study surveyed business school students on their views about firms and interviewed recent engineering and management school graduates about their profession ambitions and commitment.
Positive image of firms – with some reservations
Despite some media narratives92% of students evaluate firms positively, and eight out of ten recruiters accurately assess this opinion.
However, there are differences in the way each group views certain facets of corporate life. For example, recruiters are likely to imagine that students have a more idealized image of firms than is definitely the case. In particular, recruiters imagine that students perceive firms as more diverse, equitable, socially progressive and fewer complex than students themselves. On the other hand, students find firms more exciting and rewarding than recruiters realize.
Recruiters also clearly understand the role students imagine firms should play in facing global and social challenges. However, they often underestimate how much young people prioritize ethical management, particularly in areas reminiscent of executive compensation, human rights and tax practices.
The skilled goals of young graduates have also evolved. Skill acquisition and private development remain their top priorities, which recruiters generally understand. However, since 2019, the second most vital goal for young professionals has turn out to be giving back to society – and lots of recruiters have yet to totally understand this transformation.
Interestingly, while 28% of recruiters imagine that young graduates prioritize high income, only 13% of young people discover it as their most important profession goal.
Misinterpreted ambitions
The study also found that recruiters are likely to misinterpret the profession ambitions of the new generation. We identified three distinct profiles amongst recent graduates:
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Competitors: People focused on rapid and impressive profession development, on the lookout for managerial positions, responsibility and high earnings.
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Engaged: Driven by global issues and motivated by the greater interest of society and company culture and values.
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Entrepreneurs: Innovators who like challenges, autonomy, project management and freedom of their work.
Only 19% of recruiters imagine that almost all young people discover with the “engaged” profile, although that is the case for 38% of graduates. Conversely, while 59% of recruiters imagine that almost all young people fit the “entrepreneur” profile, only 35% of graduates have this belief.
The study also highlights discrepancies in how firms assess aspects that influence workplace engagement. Young graduates place more importance on the nature of their tasks and ongoing training opportunities than many firms realize. Meanwhile, firms often overestimate aspects reminiscent of work environment and compensation as drivers of engagement.
It is best to draw than retain talent
When it involves organization and dealing conditions, flexible working hours and asynchronous work are indeed the most vital aspects for young graduates, which was accurately assessed by recruiters. However, the possibility of condensing work right into a four-day week, which could be very vital for 26% of young people, is underestimated by firms. The new generation also highly values the attractiveness of working fewer hours in exchange for proportional remuneration – giving more time for family, recreation or volunteering. Employers barely overestimate the importance that young people attach to the ability to decide on their workplace daily.
Overall, firms appear to understand young people’s vision and aspirations quite well, and employer brands are effective in attracting candidates. However, employers seem like less effective in understanding the needs of young staff once they’re hired and fewer transparent relating to retaining and fascinating them.
Young employees of their first job often point to organizational complexity and hierarchy, which they don’t at all times consider effective. The increase in the number of processes, reports and meetings is a major factor contributing to their withdrawal. They also highlight the lack of autonomy and accountability, in addition to the perception of local management as having little room for maneuver and feeling “constrained” by the organization’s tiered structure.
While firms are generally attuned to the aspirations of young graduates, they should deal with supporting them in the early stages of their careers. Taking into consideration their views – often informed by fresh, if sometimes naive, observations of inefficiencies in the workplace – can be crucial to re-engaging this worthwhile workforce.