Use of Information
In the previous section, I contrasted and compared four generations. Part 2 takes this information and brings it into a practical plan to help your recruitment program
Hiring :. Create a recruitment plan
Your company has ongoing recruitment problems or some essential needs. What can you do to develop a recruitment program? There are four general steps.
1) assess your needs
Do you need to add staff? Are you involved in the process? Sounds like a silly question from a person who runs a recruitment company; but I encourage employers to determine their needs before actually hiring. I work with employers who thought they wanted to hire, but lost their focus when the process began. I remember one person who started a new company and held me to find physical therapists quickly. We started the process and had several fast tracks. I called his office to follow up and discovered that he had taken two weeks holiday at the beach, leaving a message to not be disturbed; he needed to relax. Does this sound extreme ... It is, but not worse than the owner who begins the recruitment process so do not want to be involved. Owners and managers must evaluate and engage in the hiring process.
After determining your needs and start the process, you must evaluate the type of employee that will improve your operation. Most positions can be filled by all generations; but your needs dictate this requirement. As I have discussed in other documents, there is seldom a perfect employee. You determine your key needs and looking for a candidate who meets most of these needs.
2) assess current resources
Your company has resources that will be presented to the potential employee. These can include your website, company blog or a Facebook page, brochures, office / clinic aspect, the attitude of the current staff, direct mail information, forms of employment, working hours, benefits , office tools, workstations, whatever the potential employee would use to evaluate you and your business. Few companies can define all information resources to attract a generation or type of employee. You must structure your resources to appeal to all groups you recruit, hit some key points for the people you are most likely to recruit and retain real. Do not promote the qualities that you do not have; while strongly promoting the qualities you possess. (See document "Recruitment is Sales" for details on this) Think of each generation and how they look for different things. And how some things are consistent Market Readiness these points during the interview and. with your recruitment materials.
the question you might ask is "How can I have a mailer or website that appeals to all generations?" obviously having four sets of materials would useful, but this is probably prohibitive;. and as I mentioned earlier, it lacks the "keep it real" point (companies like the US military can do a single generation technique somewhat, due to their unique recruitment needs). most companies are "recruitment between generations" and must meet all generations.
My advice for your recruitment materials ... You Multi-address following an "unique approach" or a "multi approach" with your resources. With the "single
approach", you determine your target generation and build your resources for that specific target (similar to the example of recruitment of the army). With the "multi" approach, you create resources that appeal to all generations, or more resources to target different audiences, or more likely a combination of both.
There are key requirements that translate to all generations (such as flexible hours and an ethical workplace). The three main reasons for happiness in the workplace include a sense of value, recognition and appreciation and support environment. These shared key points and work reasons may vary when actually defined, but you can still use them as talking or recruit chips.
Some resources can be designed to include features that appeal to all generations. For example, look at your recruitment web page; these pages could attract traditionalists with history and tradition are included. New pictures of the elderly, showing
value to younger generations, traditionalists and attract Generation Y. Boomers want to see information on career ladders, reporting relationships and benefits. Gen X and Gen Y want to see a large number of media and ways for them to interact with the menus of the website. Everyone wants to see examples of flexibility in schedules because it could relate to their generational needs. Flexibility benefits could include child care, retirement, flex days, vocational training, etc. Look at your business and see what is possible and available today.
Direct Mail can come out with a message that could attract people to explore for information. This is actually the best use of direct mail to get an initial interest in exploring for more through calls, visits, open houses, website, or application specific information. You can also target direct mail during special periods to reach the individual groups, such as conducting a campaign at the end of the school year in which parents could be ready to move. Direct mail is my favorite recruitment tool since you place a short ad right in the hands of a potential candidate. The power of the card is to direct people to your other resources.
cold call campaigns can provide enough "teaser" information to attract interest. Telephone sales staff must be qualified to play the potential candidate and determine their needs (I do not recommend Ro-Bo called because they lack the skilled interaction listening component necessary for success.) This "active listening" for cold calling; interact with the candidate and then determine whether the company can meet their needs. We use phone sales professionals who know this skill set. We teach our recruiters to develop active listening, keep smiling, have a genuine interest, and keep it honest.
3) Connect your recruitment tools
You have a vacancy. You have gone through the exercise of evaluating your business, determining your needs, and examine your advertising recruitment tools. Do not miss the next step. recruitment ads must address the target audience and be specific to recruitment.
Working with our company, you may have selected direct mail, cold calling campaigns, or job boards on the Internet. What could be missing? Oops ... you direct potential candidates to your website that was built to promote your business to clients. Maybe you threw in a tab for open positions; but the savvy recruiter needs a better sales environment. Did you approach the different needs of each generation that is directed to your recruitment site? My recruitment company, we create new tools for our customers who will direct potential prospects in a personal site that will sell your position. This website will display your ministry and use appropriate media. It will also link to your website of the company.
Connect the areas on brochures or all your QR codes to your recruitment tools using things such as printed Web address links highlighted. Have available documents describing items that would attract different generations; link to your website or
recruitment page. Build and connect your recruitment material library, create an email address recruitment and build a web page specifically for the recruitment (or use our service like ours to create your recruitment web page). Can I say one more time - any link
4) Now you recruit
After assessing your needs and resources ;. it is time to create and implement a plan. I have written other articles on sales and recruitment that detail. Our tools are designed for healthcare recruiters and include cold calling, direct mail, the design of the card, list development, internet jobs therapists, and more.
The point to make with "Recruitment between generations" is no better way to recruit a generation. I hope you have seen that it is the message that is the key recruitment. never assume that older people do not go on the Web or that younger generations do not read direct mail. You can access each generation with most recruiting methods. I have written other articles on the method would be best to target a target population of all genres. Select methods based on their pro and cons.
During an open house or meeting a candidate have to reference materials and highlight in every generation. Give everyone the same materials is sure to get them thrown away. Talk to the candidate and highlight personal programs or benefits that might interest this person (yes draw on your pretty recruitment document) . Use the generation of information to guide your way; however, listen to the person and you can hear their individual needs. Having people in the recruitment event that may relate to different generations. At an open house, have pictures of different generations working together. Everyone wants to feel they are worth to the team
My former boss was a fantastic seller, I marveled watching listen to a client. then repeat what they said back to them. They thought he was a genius; since he seemed to know each of their hot buttons. He did ... because he was an active listener.
Final Thoughts
We have to take a long trip to study the work of generations. They tend to have different values and some values that are merging. Using this information, you can improve your recruitment program targeting the various candidates
Some keys to remember in recruiting :.
- Evaluate your needs and materials
- Keep the management involved
- Create recruitment resources that meet the generations (use the expertise of your supplier to help)
- Target your audience location (using a provider that can find the audience you want)
- Distribute and market resources to the correct audience
- Fix your weaknesses (possible)
- boldly promote your outlets
- Connect your recruitment tool
- active listening to each candidate
- Discover professional recruitment tools
- Sell, sell, sell
- and tell the truth
Our company can help you with most recruitment tools. We specialize in healthcare workers (nurses and therapists). We offer recruitment tools specifically designed for healthcare recruiters. We are also available to provide seminars on recruitment in association meetings and state managers and recruiters society.
Graphical summary 3
| traditionalist | babyboomer | GenerationX | generation Y | |
| Age4 | Born Between 100- [1945003[1945agein2014 69-114 | Between Born 1946- 1964 Agein2014 is 50-68 | Born Between 1965- 1980 Agein2014is 34-49 | Born Between 1981- 00 Agein2014is 14- 33 |
| names | AlsoCalled veterans, The ForgottenGeneration, orRadio Babies | MeGenerationorBoomers AlsoCalled | AlsoCalled Gen XorGen Xers | AlsoCalled Millennialor Echo boomers |
| HowMany5 | Census40.3 million 7.7 millionworking | Census81.5million 59.9 millionworking | Census61.0million with 49.4 millionworking | Census85.4million with 31.9 millionworking |
| MajorInfluencesin history | WW2 KoreanWar, Neal Deal, Parentssurvived theGreatDepression | civil Rightsmovement, Coldwar, SexualRevolution, VietnamWar, Kent Stateshootings, Oilembargo | Watergate Companymergers, stockmarket crash information Agestarted | 9/11 TerroristAttacks, killing in schools |
| MajorInfluencesofTheir Culture | High percentageserved in militarywithmilitarychainofcommand, GI Billgives collegepossibility, Expectotherstohonortheircommitments | Started the60 hourworkweek, Largepopulation and inworkandcareerladder verycompetitive | ParentsLayOff fromJobs, 24hournewschannels, Internetstarted, Decline ofAmericaneconomy, Sportsandpoliticalscandals, Internetapart ofdailylife | Internet and technoisamajor part oftheirlife, Globalmarkets, Informationavailablequickly, home of Slowto leaveparent, Twitter, Oftendiscuss majordecisionsw / relatives |
| MajorInfluencesDuring TheirChildhood | verylittle moneyinhousehold | explosion in NumberOf TVs, Largepopulationcompetitive insportsandschool | latch-keykidsasparentsworked, Grewup totakecareofthemselves learning | All getsatrophyincompetitionsports world, children ofmerged families Parentsstructuredtheirdailylives Attached to theirgadgets andparents, Extreme Fun inTVshowsandactivities |
| WorkLifeBalance | Familyandjobdidnot mix, toorganization Loyal | Raised byastay to homemom, live towork, If I retire, I willbe broken | both parentsworked, WorktoLive, Clearbalancein workandlife, effective workbutleave on time | Valuelifestyleoverupward mobility, strong relationshipwith's parents, Diversifiedsocialgroupof friends |
| WorkEnvironment | Adhere to the rules, top low (military) management Agegives seniority Salaryinfo kept frompeers veryprivate, expect respect forexperience, salaryandbenefitswithpeers Neverdiscuss | Workaholicandafraidto takeoff Teamworkoriented the work up the ladderof management Takesworkhome, werewarned ofpossible firingif theyever discussedsalarywith peers | withauthority Unimpressed, Do nottrustcorporationssince parentswerelaidoff, Projectoriented, want workto be fun, Willdiscusssalary / benefitswithpeers, Expecttrainingso theycanmove upincareer (although differentcompany), wait tostartnear payladder topof | tolerant ofdiversityin workplace (races and age groups), workduties multi-Taskin, accepts andseeksout leaderto be amentor, Preferstoworkaroundpeerstheirage, Jobhoppingisfrequent, fun shouldbesociallyrewardingand work Planningmultiple career (notjustjobs) withintheirlife, Workwithmanagement-not forthem seeks jobswith andmeaning stability Goaloriented |
| Communicate | Memo, PolicyManual, Inspiringspeeches | Talkinperson, BUSINESSMeetings, propersentencestructure use | Email, websites, short sentences | Email, text, Twitter |
| Motivate | Valuehistoryandtradition, Enjoymotivationalmessage | Placedegreesandawardson the wall title importantastheiridentity | Askfor entry, Pathsfor earlyretirementor careerchange, cuttingedge tools Nomicromanagement | workwith peers, want bechallenged, Bossisa mentor, cuttingedge | tools
| CareerGoals6 | legacy Builda | Builda stellar career | Buildportablecareer | Buildparallel career |
| Benefits | flexible scheduleinapproachingretirementsotheycancontinue to workwith timeoff | andcoachingopportunities mentoring, supplementary retirement andpathways opportunity, Retirementoptions | Daycare andconvenience forchildraising, offforreward time, Employmentstability Health | Flex-time, cuttingedge technology, Companysupportssocialcauses |
| Flex-abilityKeys | partialretirementactivities flexible schedulesfor | intoretirement Flexing, Mayneed flexscheduleto take careofparents | Flextime to attendparentingactivitywith kidsandhousehold | Flextime forsociallife / fun, forself-improvementorsocialcauses time |
| Recruiting | Discusshistory, Showhowtheyare yet rated, Keepdiscussionconservative butlisten their needs, not appreciategames, Askwhatmotivatesthem, formal orientation | Retirementoptionssuch as401K, promoting Salaryand, Close thedealquick, Healthcarebenefits, Askwhat motivatesthem, Formalorientation | mobile retirementplans, Lots oftrainingopportunities, Healthcarebenefits, Closethedealquick, stability dc society Askwhat motivatesthem, withshortsessions East | Lotsof trainingopportunities, CloseThe dealquick, Offerinternships foryounger to gaininterest, Showdifferentcareeroptions, recruitingevents Includepeersin, Askwhatmotivatesthem, East withexperiencedmentor |
| CompanyWebsiteOptions | Tradition & History, Showpicturesofolder workersaddingvalue tothecompany | Benefits, Careerpaths, Onlinejobposting | Lotsof webcontentwith media-blogs, etc. , Careerpaths, Highlightopportunityfor careeradvancement, showIf you SupportCommunity orcharityevents | web Lotsof contentwith media-blogs, etc., Picturesshowing diversity ofstaff, If yousupportcommunity orcharityeventsthenhighlightit onthe site |
References:.
1Chambers, Mand Vergun, B ". ArmyRecruiting Messages Help Keep RollingAlong Army." www.armystudyguide.com, October9,06.
2Tolbize, A. "Generational DifferencesintheWorkplace." University ofMinnesota, August16,08.
3Unknown Author. www.wmfc.org/uploads/GenerationalDifferencesChart.pdf
4Age Calculated in 2014
5Bureau of Labor Statistics2012
6Lancaster, Stillman Earth, D. WhenGenerationsCollide: .. NewYork, Collins business First 05
- Bio
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Steve Passmore DPT
Dr. Steve Passmore graduated as a physiotherapist in 1977 and has had a unique career from clinical, management, operations, advise. In 02, he created Recruitment healthy dissemination tools and services targeted later. These companies specialize in recruiting and marketing tools for health care (mainly nurses and therapists). We helped facilities for rent hundreds of therapists and nurses each year.
For more information, contact Steve at spass@healthyrecruiting.com, visit our Web site at www.recruitingtherapy.com, or call 888-993-9675. Also available is an in-service training on the job for conferences and our book, "Recruiting health care: Unlocking methods and magic - 2nd Edition", available via Amazon in paper or Kindle version of
. Latest posts of Steve Passmore, DPT (see all)
- When should we use Email in recruitment - June 13, 2016
- active recruitment - care methods comparison health Recruitment - Part 3 - April 11, 2016
- Passive Recruitment - Comparison of health care methods Recruitment - Part 2 - March 28, 2016
- Compare health Methods recruitment - Part 1 - January 11, 2016
- recruiting between generations: Part 2 - recruitment plan - May 21, 2014
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