Transcript Recruiting and Retaining Generation Y Employees

Presenter: Michaela Holmberg
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Also known as Millennial Generation, Generation Next,
.NET Generation and Echo Boomers.
Wikipedia: The generation after Generation X, no set
dates of birth but born somewhere between mid 70s
and mid 90s. Approximately ages 16-35 years.
Approximately 70 million currently in the workforce.
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Attention Craving (feedback, guidance, etc)
Entitled (expect rewards and promotions quickly
Narcissistic
Lazy
Constantly “Plugged In”
Wants to know the “why” rather than just the
directions.
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Most diverse generation.
Need feedback on performance.
Better educated – coupled with debt from college leads to
expectations of rank and pay.
Prefer work-life balance and corporate reputation over
anything else.
Technology is an expectation and always looking for
efficiencies.
Will give the respect they get.
Want to enjoy work.
Want to give back.
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There’s no one else.
Better education – more Computer Science related
degrees now than ever.
Grew up with technology, constantly looking for
innovations.
Can be wonderful employees if you find the right ones
and manage them the right way.
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Willing to work for less $ for the right opportunity.
Focused on the project, not the hours.
Great team workers.
Civic minded
1)Recruiting
2) Hiring
3)Retaining Gen Y
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The numbers are there to hire, so why aren’t
any good ones applying for state IT jobs?
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Government doesn’t pay enough.
Government reputation is lazy.
Job Announcements are boring and full of jargon.
Qualifications automatically cut out anyone without 10
years of experience.
Application process is too long.
Advertisements are sparse and not in the “right”
places.
Recruiters and Managers are not accessible.
Advertise where they are looking
(Social Media) not in Newspaper or other sites.
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Benefits:
• Usually free or much cheaper than Newspapers, etc.
• No waiting approval periods.
• Targeted audience.
• Easy to do and update.
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Put some thought into the announcement and
use your IT skills!
Questions to ask yourself:
• Can someone besides me understand what this job does?
• Why would someone who’s talented, motivated and
intelligent want this particular job?
Example: Come be one of “them” and help us change the
world!
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Information Technology Specialist 5
Position Profile: This position requires an independent and
self motivated person who can work and resolve complex
issues across the WSDOT network within the State of
Washington. The position requires great communication
skills and the ability to work through interagency issues
while resolving the IT needs for the organization. We are
looking for a person with strong skills in Cisco router, Cisco
switch, Cisco ACS, Cisco wireless technologies, Cisco
PIX/ASA, Cisco IPSEC VPN along with Network General
Infinistream/Sniffer and Visio documentation.
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Position: SQL Database Administrator – Information Technology Specialist 3
Position Profile: Come and join a team that seeks to improve the quality,
reliability, processing, management and accessibility of data! The WSDOT
Data Resource Management team is seeking an SQL Database Administrator
to assist in the administration, planning, implementation and coordination of
SQL Server and other relational database environments. This data is critical to
efficiently and accurately delivering funded transportation projects on time
and on budget.
The SQL Database Administrator assists in providing expertise, direction,
consultation and administration for WSDOT SQL Server Database
Management System and related products. The successful candidate
develops processes to import/export data, performs software upgrades and
compatibility testing, assists in the monitoring, management and
maintenance of SQL Server databases, assists with the management of
storage space for proper function of WSDOT database infrastructure, and
provides technical support for WSDOT database management policies and
procedures. This position implements data architectures, security policies,
and data extraction and loading routines.
What information do you really need at the
beginning – the full application myth.
 What can you ask for later?
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Gen Y is civic minded – highlight the opportunity to
give back.
There is no better time to make a difference than now!
Focus on what’s cutting edge – we have some unique
systems and software, what do we have that other’s
don’t?
Highlight the benefits (if you’re willing to give them).
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This generation is social – good ones will want to talk
to someone about the job before applying.
Compared to the cost to hire someone new, it’s more
than worth it.
What you need: Name, email and phone number.
Brand your agency
 Market your job
 Simplify the application process
 Highlight your strengths
 Be available
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The Good, the Bad, and the Ugly
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It’s about knowing who you want – reflecting on your,
the team’s and the position’s needs.
Before you start looking, start asking questions.
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Different than traditional, behavioral or technical
interviewing questions – requires more initial planning.
Traditional – Tell us what type of Manager you are
Behavioral – If we asked those you work with what
type of manager you are, what would they say?
Performance – Please give us a specific example from
your career that would clearly demonstrate that you
are a good manager.
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Don’t rely on your judgment from the interview.
The hiring authority should NOT do the reference
checks, get a third (unbiased) party.
Look for consistency.
Listen for unspoken answers.
Get a signed release to go “off list”.
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Facebook – even if their page is private, pictures aren't
always
LinkedIn
Blogs
Google Images
News Articles
Like any good manager, you should customize your management style
to help employees succeed. Taking into consideration the general traits
of Gen Y, here are some tips to help you retain Gen Y employees and
keep them happy on the job.
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Don’t have to micromanage, but do need to give clear
expectations of desired outputs.
Allow them creativity to get there.
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Feedback needs to be continuous, keep them on the
right track and you don’t need to waste time correcting
behavior in the past.
Be available – a REAL open door policy
If you don’t have time, assign them a mentor
Praise in public, punish in private
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If they come to you with a problem, make them bring a
proposed solution.
If you give them a solution, allow them the flexibility to
get there on their own.
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You don’t need to be their best friend, but
conversations don’t need to be always about work –
build a relationship.
Listen to them.
Keep track of their performance, provide meaningful
gratitude when it’s deserved.
Don’t look the other way if they are doing something
wrong, this will affect the individual and the team.
Doesn’t mean they are at the same level as you but:
 They want to be heard.
 If they have an idea, listen to it. If it’s a good one, let
them know. If it’s not, tell them why.
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Contact me at: [email protected] or
360-705-6932