Three Key Ways to Personalize Millennial Recruiting in 2017
By Andy Roane, Vice President of Recruitment Process Outsourcing, Yoh

As the prevalence of telecommunications has grown and its products have become more personal, the way companies hire people to work in the industry has become increasingly less so. Many hiring managers and HR departments have lost the personal touch required to attract today’s top recruits. This is especially true for Millennials, who entered the workforce feeling the full effects of the economic recession and see a clinical approach to recruitment as a cause for concern.

Now, the power dynamic between recruits and recruiters is shifting again, and forcing companies to rethink their entire talent acquisition process. With Millennials expected to make up nearly half of the entire U.S. workforce by 20201, companies need to personalize their recruitment processes now if they want to get serious about acquiring talent that’s going to sustain the industry for 2017 and beyond.

After collaborating with recruiting experts, HR executives and hiring managers from across industries, we’ve developed three key ways the telecom industry can personalize recruitment efforts in 2017:

1) bring compassion to the recruitment process,
2) introduce open discussions to the candidate experience and
3) take social recruiting to the next level.

The most stressful aspect of getting a job, especially for Millennials, is the interview process. It can be daunting and downright terrifying. According to the 2016 AfterCollege Career Insight Survey, recent grads say the interview is one of the most difficult parts of getting a job, second only to finding a job in the first place2. Yet somehow, compassion for the job seeker during the recruitment process is sometimes nowhere to be found.

A recurring complaint Millennials have with the recruitment and selection process is the lack of communication between the initial contact and follow up, request for interview, job offer or rejection. “Respond to applicants more quickly,” is by far the top way young people said employers can improve the interview process3. Without any contact from the interviewee, the candidate begins to stress, wonder if the opportunity is still open and, eventually, resent the person they first contacted.

One of the best ways of introducing more compassion to the recruitment process is to create a transparent pre-employment environment with clear job requirements, evaluation measurements, outcomes and continuous feedback cycles4. Even when turning down a potential candidate, doing so while offering personal advice on applying for future positions or where the individual’s skills may be better suited, will help improve interview skills and keeps the door open for future opportunities.

For many people, the idea that interviewees can’t be their true selves and must instead talk in overly glorifying ways about their past experiences can be stressful and overwhelming. The conversation can feel less like an interview and more like an interrogation; but it doesn’t have to be this way. The recruitment process should be something the candidate actually enjoys—yes, it’s possible—and won’t completely dread.

That’s why a number of organizations have begun introducing more open discussions early in the recruitment process and continuing them straight through onboarding or even after turning down a candidate. Giving prospective employees the chance to share their career goals, ideas and general feelings on the company during interviews makes the recruitment process a much more enjoyable and productive experience for all those involved. Even the most talented candidates fail to show their full potential when answering cookie-cutter questions. But with more than 25% of Millennials choosing company honesty and integrity as the ultimate barometer in determining a business’s long-term success5, openly discussing the interviewer’s own thoughts and experiences—both positive and negative—presents a much clearer picture, both for the job seeker and for the employer.

Recruiters and HR use a myriad of tools to help them source the best candidates for a job, but one of the most rapidly growing tools at a recruiter’s disposal is social media. One SHRM study found that 84% of employers are using social media to recruit. Less than five years ago, that number was only 56%6.

As more companies begin to use social media as a serious recruiting tool, candidates are becoming increasingly comfortable with being recruited on social media—already 25% of college grads consider it the most effective resource for job searching. HR departments need to make a greater effort to invest both time and money in social recruiting if they want to keep up with growing competition.

The good news is that it doesn’t require a million-dollar budget to make social media an effective way to recruit the younger generation. The easiest way to boost social recruiting starts by joining forces with marketing. Not only should employers use social media for proactive recruiting, but a company’s social media should be used as a way to show the ins and outs of working for them. Pair with marketing teams to find ways to share employee success stories, interesting projects in the works and how the organization’s unique company culture is brought to life.

Posting these short insights on a company blog or video platform and sharing on LinkedIn—which 60% of active job seekers use for their job search7—as well as Facebook and Twitter, can make a company more personable and help put a few faces to a corporate name. Additionally, these stories can act as resources for HR and recruiting teams to share with candidates during outreach to give them an inside perspective on life at the company.

Telecommunications is an industry built on making once-impersonal connections almost as personal as a face-to-face meeting. From telephones to broadcast to internet, the power of the industry is in its ability to bridge the divide between people, information and entertainment. And with no generation using telecommunications to the extent that Millennials do, it’s up to those in the industry to make sure that company recruiting efforts are as personal as the services and tools they provide.

About Andy Roane
As Vice President of Recruitment Process Outsourcing, Andy Roane is responsible for driving the strategic direction, as well as leading the delivery of Yoh’s RPO business. Andy brings more than 15 years of human capital industry experience to the role, including six years as Vice President of Operations for PeopleScout, where he led RPO engagements with Fortune 500 companies.




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