How to adapt to different generations in your hiring strategy

Employers hiring in today’s job market face a range of challenges, including navigating evolving employee expectations. Among these is mastering the ability to attract and retain different generations of employees.

It’s hardly surprising that different generations have contrasting expectations and needs, after all they have lived through unique experiences which have shaped what they value. You don’t need to look far to see the distinctions; consider those who have entered the world of work during COVID lockdowns, in contrast to those who were only offered a very limited range of job options when they began their careers. Understandably their priorities will be very different, so how can employers ensure that these are considered in their hiring strategy?

The Generation Game

A recent study by GoodHire found that, while Generation Z is primarily looking for more paid time off to forfeit their work-life balance, for millennials and Generation X salary is the key motivator, and boomers are more oriented by promotions and career advancement opportunities.

Categorising people simply by generation is short-sighted, however, as age is far more nuanced, and many will fall outside of these classifications. That said, it’s worth considering the context behind each generation and how that might impact their priorities. It’s broad-brush stuff, but it will at least give a steer on where to start.

Baby boomers were born between 1946 and 1964 and are the oldest generation in the current workforce. For them a flexible schedule and benefits that match their experience are crucial, such as competitive compensation packages and health care benefits. Baby boomers may want to share their knowledge, so promoting ways they can contribute to the organisation’s growth will likely be effective. It’s worth keeping in mind that some of this generation will be getting ready to retire and may be seeking part-time options.

Generation X is anyone born between the years 1965 and 1980. Known for being independent, and keen on maintaining a work-life balance, Gen X is focused on building their careers, so promoting opportunities for personal growth will be appealing.

Those born between 1981 and 1996 are classed as millennials. Millennials tend to be more interested in teamwork, are more socially conscious and don’t want to just be a ‘cog in the machine’. Appealing to this generation could mean highlighting your collaborative culture and company ethics, as well as showing how the business helps the community.

Everyone born between 1997 and 2012 is considered Generation Z and represents the largest and most diverse generation of the four. This generation is highly tech-savvy, active on social media, focused on the meaning behind their work and is more likely to test out a non-traditional career path, such as a job in the gig economy. As much of Gen Z will be just beginning their careers, promoting training, learning and mentorship opportunities will be key, as will highlighting the societal value of their work. Social media will be your key weapon in reaching this group.

Consider who you are targeting

Approach your hiring strategy as you would a marketing campaign. If you want to attract different generations, your message needs to reach them first. Examine the visitor, follower, and engagement statistics on your company’s LinkedIn profile, to find the average demographic of those interacting with your business, such as their level of seniority, and check whether that fits with your long-term goals.

LinkedIn advertising may also be worth exploring, allowing you to target specific groups of people – for example a post about the social side of work could be aimed at entry level or junior candidates, whereas a piece about progression opportunities or the ability to fit childcare around work may be directed at those slightly further along in their careers in management positions. It’s about tailoring your message to your audience.

How comfortable a candidate is with technology will vary, so it’s vital that you don’t apply a blanket-approach of simply communicating via one medium. LinkedIn will be your bread and butter as it traverses multiple generations, but that doesn’t mean that you shouldn’t continue to put time and energy into advertising on job boards, or on local business forums. PR and marketing efforts can also help to raise awareness about your company, showcasing your expertise by featuring in publications that potential candidates may be reading.

This can be a trial-and-error process of trying out different campaigns and seeing what sticks, which is where the expertise of a recruitment partner can help. Over time these experts have built a strong understanding of which promotional activity works for each audience, as well as how to appeal to the best talent. They have a bird’s eye view of the industry and bring all of that accumulated experience to your business, to which you would not otherwise have access.

Assuming makes a fool out of you and me

Although an awareness of generational differences is important, so is looking beyond them. The benefit of having a range of genders, ages, ethnicities and educational backgrounds in your workforce is the diverse range of voices and thoughts this brings. Differing values, approaches and perspectives will help your business to be successful, forward thinking and productive.

Simply put, in the search for a new employee, what you are looking for is the value they can bring, whether that be in technical experience, attitude or people skills. It’s therefore crucial to avoid getting caught up in the stereotyping surrounding generations and making assumptions based on someone’s age. For example, assuming that someone of an older generation will be a slower learner when it comes to new technology, or that a younger worker will be too salary driven.

Making these generalisations are not only inaccurate but can also be damaging, preventing you from assessing a candidate’s proven abilities. Remember that your hiring process should be designed only to judge whether an individual is right for the role, nothing else. Whether conscious or unconscious, everyone has internal biases that influence their decision making, so it might be worth removing the risk altogether by redacting the dates from incoming CVs. Some organisations have even gone as far as completely anonymising applications by removing candidate’s names and educational details such as school names.

Improve the whole process

No matter if you are hiring for an entry-level position or a more senior role, there are some aspects of the recruitment process which should be a given, such as considering a candidate’s experience. This goes for providing timely and respectful communication and addressing everyone's needs and specifics equally. A transparent and inclusive hiring process will mean better talent, generations aside.

Hiring can be stressful, which is where a recruitment partner can help, working to reduce the pressure, ensuring that you aren’t falling into hiring pitfalls and solving your specific talent needs. Get in touch with our team of experts to find out more.