Millennial Recruiting: Beyond the Data

In a time where metrics, analytics and big data are leading every discussion, it can seem counterintuitive to throw statistics to the wind and jump on the saddle of qualitative information but bear with me for a moment. I am not saying that we should throw data out completely, simply proposing that we look beyond the current data at psychology because there is a new narrative being created and it isn’t showing up fully in the data that we are using today.

Millennial recruiting much like engagement is impacted by cultural differences, framed by time periods and based on shifting beliefs, thoughts and motivations.  As a generation, we are the product of and cause of disruption to industries, ideologies and everything else you can imagine. So, as engagement is the psychology of learning when coupled with a different perspective on the motivational hierarchy; recruiting should be considered the psychology of belief along with an acknowledgement of the cultural paradigm shift occurring.

While changes to how companies think about recruiting won’t happen overnight, the yellow brick road to our workforce happily ever after starts with considering us: Millennials!

Trust is key but is only built from genuine, transparent, mutually considerate and beneficial interactions. Consider our relationship with information and the vagueness associated with the hiring process. By the time we have decided to apply, we have already scanned the company website, read media articles, searched employee ranking websites and asked our network for their opinion and insights. And with all that, between 2011 and 2014 Millennial skepticism of employer claims rose by 65%.  Calls from recruiters that stir feelings like we are lucky to be considered or just a number in the system, don’t create the trust needed to determine fit and encourage engagement. We want more than a peek behind the (green) curtain of a perspective employer to help us feel comfortable in having honest dialogue and making such an important decision. We want to know that you aren’t looking to just fill a slot but that there is a genuine, collaborative assessment of fit for the role that includes us.

Perfection is a state or quality, not a person. And yes, you get it and know that you are looking for the person that matches the most or at least the most important qualities.  But to an outsider, the recruiting process is like a game of showing you are a subject matter expert who isn’t naive enough to think you know everything while proving that you are eager to learn all the stuff you’re supposed to know to do the job. The mental conflict of solving that puzzle coupled with imposter syndrome (feeling like we are faking it and expecting to be exposed as a fraud) that is said to impact 70% of the population (equates to almost 30% of the Millennial workforce) means that your ideal candidate could be counting themselves out because there isn’t a clear understanding of the role, experience level, expectations and accountability.  As a professional in this area, this means helping individuals (even beyond Millennials) understand what the proverbial candidate scorecard entails even if it seems like the job posting is clear.

Judge on the things that matter, create a plan for everything else. This will sound like I’m saying give Millennials a pass and telling companies to hire less than ideal candidates, and I am.  Two-thirds of Millennials said that their ability to build relationships was their strongest leadership skill, followed by their communication skills at 51 percent.  That is in contrast to 40% of employers saying they have difficulty filling vacancies because younger workers lack soft skills. This apparent disconnect means it might be time to try a new approach. Focus on finding the people who can do the work and teach them how you want the work done. The reality of professionalism is that business acumen can be developed and cultural norms are fluid and can be taught.  As a recruiter, this might mean helping your hiring managers see the benefits of a traditionally less than ideal candidate.

The largest shift is recognizing that recruiters and the recruiting process needs to be viewed as a key factor in changing the status of Millennials being the least engaged generation in the workforce (71% disengaged according to a Pew study). This is not to bash the recruiting profession but simply to say that this change shouldn’t be a grassroots movement of dedicated professionals but cultural shift for bridging the gap to the workforce of the future.