'The Young Ones' published by Kendall Tarrant Worldwide, looks exclusively at issues relating to the recruitment and retention of the 'Generation Y'* group.
The motivations and triggers for Generation Y are significantly different to their predecessors from either 'Generation X'** or from the babyboomer generation***. Looking specifically at issues relating to the advertising industry, The Young Ones highlights issues which are relevant to all employers looking to maintain a motivated and committed workforce.
Andrew McGuinness, Chief Executive of advertising agency, TBWA commented, "Increasingly the very best graduates are extremely direct about what they want from our organisation - and so they should be! Gone are the days when the best, most talented people in the market were happy to go cap in hand to employers. Now they have far greater self-confidence - employers have always been very clear about what they want from graduates, graduates are now equally clear what they want from us."
Key findings include:
- What Generation Y wants may ultimately not be that different to its predecessors however, the key difference is that Generation Y is not afraid to ask for it, now, says the survey.
- The notion of a career for life is a thing of the past. Generation Y wants greater fluidity in their professional careers, meaning that employers will benefit from highlighting the transferable skills that working in their profession will instil in people. It also means that employers themselves need to consider recruiting from other professions, to broaden their potential talent pool.
- Gone too is the concept of professional loyalty. Generation Y graduates are likely to be more loyal to their lifestyle than their job, further emphasising the need for employers to adopt a more flexible approach to recruitment and retention.
- The research has shown that this generation expects transparent, committed, adult-to-adult relationships and is prepared to make cut and dried decisions. They will demand early responsibility for which employers will need to ensure accountability.
- Faced with employees who want everything, and want it now, employers will need to be wary of overselling at the graduate entry point. They need to be clear that a tough apprenticeship is to be expected but should demonstrate that people accepting this are rewarded and promoted. They need to showcase examples of successful individuals at this level, to motivate others.
- Employers will need to consider adapting traditional structures and hierarchies to accommodate individual skills. This may lead to more hybridised roles emerging that play to an individual's skills set (learned) and to their natural talents and centre of gravity. Success looks different to this generation and employers may need to think about doing away with traditional job titles which may constrict personal growth.
Hannah Brown, Managing Director of Kendall Tarrant Worldwide said, "We have found this research to be both fascinating and highly illuminating. We've noticed that over the past three years, graduates are expressing different attitudes to their predecessors and our findings confirm this. The challenge for employers is to adopt a transparent, flexible and personalised approach that is honest about the challenges of a job, while clearly demonstrating the rewards and potential for progression. It's about the successful development of individuals, and not about adopting a 'one size fits all' approach. Employers that can embrace this sooner rather than later, will gain a real competitive edge."
Ros King, Managing Director of advertising agency, J. Walter Thompson added, "I've seen a change in attitudes over the last few years. For example, during interviews, younger candidates show a much greater willingness to ask probing questions. They're much more up front about achieving a good work/life balance."
"We've had to make sure that our working practices have adapted to meet changing expectations, whether it's by introducing greater flexibility in working hours; offering sabbaticals or job shares. The lesson for UK PLC is that we have to think about people in the round and be smarter about career development. It's about getting work to fit into people's lives and not the other way around."
*Generation Y represents people born between 1978 and 1994
**Generation X represents people born between 1962 and 1977
***Babyboomers born between 1945 and 1961
