Regardless of the subtle differences, recruiting strategies should be designed to attract candidates where they are in life and tailored to their unique preferences for job hunting. Employers who want to maintain, build and attract a multigenerational workforce need to understand their audience, the best messaging and medium for recruiting.

Organizations eager to learn how to recruit across generations and attract top candidates should take the following topic tactic for each generation into account. 

Recruiting Gen Z 

Gen Z includes individuals born between 1997 and 2012, and though many are just beginning to enter the workforce, this segment will balloon over the next few years. Therefore, recruiting Gen Z has quickly become a priority for recruiters.

To successfully recruit and attract GenZ, recruiters should consider: 

• Content marketing – Leverage social media channels to boost the company’s presence. Developing helpful content about core values, the company’s mission, non-traditional benefits, retreats and social events for the potential candidates will pique this generation’s interest and allow recruiters to connect organically. However, once engaged, recruiters should personalize communication through email, social and text. For many in this generation, candidates need to visualize how their personal and professional lives can blend. Through content marketing, recruiters can intentionally showcase the company and how candidates can add value with their unique perspectives and experiences.

Recruiting Millennials 

Millennials are candidates born between 1981 and 1996. As technology continues to evolve, this generation of tech natives and early adopters of the newest tech trends are assets to today’s workplace. 

To attract Millennial candidates, recruiters should consider: 

• Hiring timelines – Millennials tend to value communication and feedback, especially during the interview process. Many within this generation value faster interview processes and frequent check-ins. Recruiters should communicate with this generation during each stage of the hiring process to keep candidates engaged. Engagement steps might include creating communications triggered by each recruitment step and being clear about the next steps and expectations. This generation values personalized communication and engagement through text messages, emails or direct messages from social sites like LinkedIn to build rapport quickly. With immediate and constant communication, talent acquisition teams can build rapport among millennial candidates, garner interest and attract top talent.

Recruiting Gen X 

Generation X includes individuals born between 1965 and 1980. As more boomers retire, candidates within this generation are starting to take on more senior-level roles and fill top leadership positions, making Gen X recruiting key to business succession. 

To add more Gen X candidates to the talent pipeline: 

• Clearly define career paths – Collaborate with human resource personnel and research the career path of past candidates who are still with the organization. As a generation that values transparency, Gen X wants to know what it takes to succeed in the role and how others progressed before them. Although some within this generation can be skeptical about opportunities through social media, recruiters can build credibility with direct, one-on-one communication through these channels. 

Recruiting Boomers  

Baby Boomer candidates were born between 1946 and 1964, making them some of the most experienced talent, particularly in leadership positions. 

To find more Baby Boomer candidates, recruiters should consider: 

• Direct communication – Individuals within this segment care about the day-to-day aspects of the position and generally less about company culture, therefore when communicating with candidates, recruiters should explain why a candidate’s experience makes them an ideal candidate for the job, what they stand to gain from the opportunity and present a comprehensive job description. Through direct phone or email conversations, recruiters and candidates within this generational pool can further discuss opportunities for leadership positioning, mentorship and relationship building.

Recruiting for a multigenerational workforce cannot be taken with a “one-size-fits-all” approach. Before recruiters deploy their strategies, they should identify the talent they need and want. Then, develop and target the messaging to the audiences based on their unique needs, how they communicate and what they want from a job. By considering and prioritizing a candidate’s generational nuances, recruiters can successfully build a multigenerational workforce to withstand the future.

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Organizations considering video to elevate their brand and improve candidate quality by incorporating video interviewing and messaging into the recruiting and hiring processes should consider the following three key elements.

Number One: The Message

Although technology has made it easier and less expensive to record and post videos, business leaders must understand the critical aspects of a quality video, which engages job seekers and encourages the next steps. To create a captivating video, employers must tell a story that captures the essence of their culture.

• • Short and creative scripts – developing concise scripts, no more than three minutes in length, to help grab and maintain applicants’ attention when addressing the company, culture and job roles.
  • Valuable information – providing job seekers the necessary information on a specific role, its impact and what a company does can attract more top candidates, saving time and energy for all parties.
  • Real people – incorporating actual employees instead of professional actors or senior leaders/managers in videos displays authenticity and can build trust among job seekers.
  • Exclusive benefits – using audio or visuals to emphasize unique attributes such as office perks and benefits will reinforce the employee value proposition and resonate with candidates.

Number Two: The Content

The video content created must resonate with prospective candidates to build a powerful and appealing story. Therefore, employers are encouraged to determine their objectives and identify types of content for recruiting videos, namely the following.

• • Task specific – create “a day in the life” videos of employees to showcase the responsibilities of the job, work environment and the skill set required to make a greater impact than a text version.
  • Core values – develop videos that demonstrate employee, client and community interactions to showcase the company’s values and attract like-minded job seekers.
  • Workplace culture – capture videos that highlight a vibrant culture of team-building activities, events, corporate functions and community involvement to gain a competitive advantage.
  • Testimonials or Awards – draft videos with clips of employees giving genuine insight into the company or feature corporate awards that underscore the culture.

Number Three: Use of Content

Organizations can leverage video for recruiting by identifying avenues to engage candidates. Recruiters or hiring managers can seamlessly incorporate videos into these communication channels.

• • Career sites – showcase videos on career sites, job postings or the company website so interested candidates can learn more about employment opportunities and increase company SEO.
  • Social channels – share videos across company social channels and expand recruiting reach across multiple user networks and talent pools.
  • Confirmation emails – include videos in candidate communication like job search or application emails to give applicants an exclusive preview into the company.
  • Job fairs – use videos at job fair booths to drive traffic to the booth and connect with ideal candidates one-on-one.

With labor shortages, record resignations and a job seeker’s market, storytelling through video interviewing and messaging in recruiting and hiring can help humanize a company, deliver a personalized experience and create emotions of enthusiasm and desire among applicants.

Additionally, video interviewing and messaging may convince candidates to choose your company over the competition. By considering the above three key elements to video recruiting, companies can tip the scales in their favor.

The post Video Interviewing and Messaging: A New Recruiting Holy Grail? appeared first on RecruitingDaily.

Personality tests reveal a candidate’s character traits, motivation, values and work preferences for a specific job role. However, the same information can be used throughout employees’ careers to identify new roles, development opportunities and improve retention efforts.

Pre-Employment Assessment 

Company culture is vital. During the pre-employment period, personality tests are practical tools employers can use to identify candidates who may or may not align with the company’s values. Employers know the type of candidate it wants to recruit for specific positions in their company and a test can show if they feature those character traits.

Some pre-employment tests, like the Predictive Index (PI) assessment can predict how a candidate will perform on a certain job. In some cases, knowing about a person’s strengths and weaknesses can be more beneficial than a candidate’s resume.

The Five-Factor Model test is a pre-employment test which can help employers determine the best candidate. This test focuses on the five most studied personality traits – conscientious, likeable, unconventional, extroverted and stable – so employers can gain personal insight and generate more meaningful interview questions.

This exercise is useful for employers who would like to help ensure a new hire may be a long-term fit for a company. More long-term hires translate to a lessening need for new employees, reducing the added expenses of training and on-boarding.

Employment Personality Tests 

The usefulness of personality tests transcends the hiring process. Current employees can take personality tests to help employers identify future leaders and to form high-functioning teams. While outspoken leaders are easily identified, personality tests help companies discover more employees with an aptitude for leadership. Armed with this information, employers may create opportunities for employees to reach their potential.

Employers can implement personality tests to understand the strengths and weaknesses of each employee at every level, helping them understand an employees’ motives, conflicts and strengths. This information can lead employers to create balanced workgroups. And managers equipped with this information can tailor their leadership styles to boost employee morale and engagement. 

A variety of personality tests can be used to assess employees’ potential, such as the CliftonStrengths, DiSC and Strength Deployment Inventory tests. Employers may determine their end goal and select the personality test accordingly. When used as a development tool, personality tests can lead to greater job satisfaction and higher employee retention.

Compatibility

Personality tests can improve the hiring process and help employers home in on the best candidate. However, there is the potential to rely too heavily on the assessments and not trust the current recruiting process. 

Any new tool needs evaluation. A few things to consider include costs and if the length or style of the test dissuades job candidates from completing the process. The positive benefits can outweigh negative effects. Proper research on each test and vendor helps ensure the assessment fits the company. This tool, among others in a company’s HR toolbox, may prove beneficial to find the right candidate and further develop and retain current staff. 

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