The phrase “know your audience” has perhaps never been more poignant in the realm of recruiting and talent acquisition than it is today.   As recruiters, we find ourselves on the zenith of change, enveloped in a sea of new technology and innovation at our fingertips.  There’s no doubt, social media has revolutionized how we go about recruiting talent and where we allocate the majority of our time.  We have more information at our disposal than ever before, and we must use it strategically.  Partly, this means acknowledging that we have to approach recruiting with a unique dual perspective as it relates to the Generation Y workforce (Millenials) eclipsing Generation X and Baby Boomers.  That said, it begs the question…Are we capturing the marketplace’s top talent by favoring the recruiting channels that give us immediate gratification?

Who can blame us?  We live in a buy now – pay later world where we can hardly stand the thought of watching live TV, when it’s so much easier to watch something on DVR and fast-forward through those annoying commercials.  Chances are if you’re reading this, you’re part of the “new school” recruitment mentality.  You probably think of LinkedIn as a virtual play ground, teeming with vital connections waiting to be found and fostered.  But what about the top talent that’s not on LinkedIn?

Let’s address what I like to call the Four C’s of Recruiting – Communicate, Court, Coach and Close – in the context of a capricious workforce and a shifting marketplace.

Communication

Those innovations which have brought convenience and efficiency to our lives over the years – voicemail, caller ID, email – are the same things that can be detrimental to us, as recruiters.  Most people will tell you they don’t answer calls from a number or area code they don’t recognize.  According to a survey commissioned by Sprint, people younger than 65 responded much faster to a text than a voicemail. In an age of immediate communication, if it can’t be skimmed, searched or stealthily read during a meeting, it’s anyone’s guess as to how soon the information will be retrieved.  About 20 percent of people won’t even check their messages once a month, according to uReach Technologies.

It might be fair to say that we are on the heels of an unofficial no-voicemail movement, if not already in the throes of it!  In light of generational preferences, we have to consider diversifying our modes of communication every time, with every candidate.  Call.  Leave a concise voicemail, but don’t expect it to be retrieved within the hour, or even the week.  Send an email – succinct, but not devoid of niceties.  Having an appropriate blend of professionalism with get-to-the-point content is imperative for today’s audience.

Courting

When it comes to courting candidates, the nuances of communication play a vital role.  Once I’ve established rapport with a candidate, I approach the courtship on a case-by-case basis.  My twenty- and thirty-something candidates are likely to receive up-to-the-minute updates via email.  Once the connection is cultivated, it’s more acceptable to send brief correspondence.  Note: brief and court are not the same thing.  Pay attention to your cues.  If your candidate always replies with a salutation, respond in kind, and err on the traditional side, versus the risk of putting your professionalism in question.  The same applies to Gen X and Baby Boomers – follow their lead. The details matter.

Engaging candidates of varying generations and professions may look vastly different.  Knowing what matters to your candidate should dictate how you keep them interested and flow over to the coaching process.  Take a look at what’s important to most Millenials.  There are multiple dynamics at play.  Their employment history is characterized by less tenure than the two preceding generations, not because of a lack of commitment, but because they desire change, excitement, diversified responsibilities, and opportunity.  They may lack the patience to wait for the next opportunity.  Millenials don’t see their “job-hopping” as a bad thing, but most recruiters, Gen X and Baby Boomer employers do.  Gen Y candidates also want flexibility.

The International Data Corporation (IDC) predicts that by the end of 2013, 75 percent of the U.S. workforce will have the ability to work remotely through mobile technology, which will put pressure on employers to adapt their own training methods.  For a generation that is also expected to make a big splash by 2013, with employees under 30 comprising around 40% of the workforce, employers can no longer turn a blind eye to this reality.

Baby Boomers and Gen X talent may seek to capitalize on this trend towards flexible work dynamics as well.  They likely acknowledge that the elusive gold watch, coveted retirement party and pension plan are antiquated concepts in this job market and economy.  Yet, they may be pursuing companies that can be both cutting edge and have some semblance of traditionalism.  Courting candidates is a dance; sometimes you lead, other times you follow.

Coaching & Closing

Coaching in the recruiting arena applies to both candidates and hiring managers.  When companies aren’t offering what Millenials want, they will go elsewhere.   And if companies can’t appeal to Boomers and Gen X talent at the cost of catering to Millenials, they’ll miss out on that valuable, seasoned talent.

How can companies position themselves to appeal to two very different audiences?  The talent acquisition team needs to be the voice of experience, the eyes on the front lines, sharing and reporting trends with respect to candidate must-haves and competitive advantages.  Leverage that knowledge to appeal to the talent your organization needs.  Operations leaders cannot be as privy to the changing tides of the labor market.  Therefore, closing the deal is intrinsically tied to a recruiter’s successful coaching campaign.

Consequently, recruiters have to be more versatile than ever.  They must have one foot in the “old school” recruiting methods and the other foot on the precipice of change, being part of the camp defining the “new school” manner of enlisting talent.  If your bench is comprised of a nice cross section of generations, you’re well positioned to continue to provide not only top talent for your organization, but a diversified workforce that will fortify a foundation for the changing dynamics in the coming years.
So, go ahead and play in your cyber-sandboxes, while not abandoning the successful recruiting techniques of yesteryear.

How It Could All Go Wrong…

The traditional elements of Gen X and Boomers juxtaposed against the strictly social media-driven habits of Millenials seem like the perfect storm.  And there is potential for things to go awry.

Subjectivity has long since clouded the hiring process, in as much as companies strive for neutrality. Recognizing talent in this maelstrom of colliding generations means seeing past the defining characteristics of a generation to the core talent.  Quite simply, subconscious generational biases could get in the way of a great hire.

Being cognizant of these generational differences is not enough.  Recruiters have to creatively, even covertly, bridge the gap between candidates and hiring managers when the generational variances prove to be too great to see talent at face value.  Being this conduit may include filtering and interpreting data amongst differing cohorts.

If companies remain static in their efforts to attract burgeoning talent Generation Y may be driven to pursue entrepreneurship as an alternative to traditional employment, threatening the role of the recruiter.  Offer negotiations could take on an entirely different tone in the coming years.  Companies that don’t explore competitive advantages, consulting roles, flexible work arrangements, and aren’t open to change in the coming years will suffer the consequences in the caliber of their workforce.

The confluence of evolving technology and a generational paradigm shift in the workplace leaves recruiters with a great responsibility.  As the pendulum swings from one generational norm to the next, companies will have to follow suit.  It starts with recruiters.

Paige Cohen Bio:

Paige Cohen is part of the talent acquisition team for campus leadership at Kaplan Higher Education, a division of the Washington Post.  She specializes in recruiting Directors in the for-profit education arena.  Paige’s passion is helping others discover their professional callings.  She actively volunteers her time as a Career Coach in her community in San Diego, CA.