Gen Z will quickly outnumber baby boomers in the workforce. It’s crucial for recruiting leaders to understand zoomers’ job and career priorities and create strategies that deliver an attractive work experience for younger job seekers.
A large generational (and recruitment process) shift in the U.S. workforce looms as Gen Z overtakes baby boomers as the largest percentage of working adults. According to a Glassdoor analysis of Census data, it’s already started.
Also called zoomers, Gen Z is the moniker given to people born between 1997 and 2012. Right now, they’re in their teens and 20s and are on the precipice of joining the workforce (or are already in it). On the way out of the workforce are baby boomers, who were born between 1946 and 1964 and are currently in their 60s and 70s and either are retired or are about to be.
Generations cycling through the workforce isn’t groundbreaking news, but this particular shift matters in combination with significant cultural changes. Workplaces conditioned to tailor office policies and best practices to an older set of values may find the newest workers disagree about what matters in their jobs and what matters when they are seeking a job.
“Attracting members of this generation to your workforce means modernizing your recruiting process. Meet them where they are; don’t expect them to come to you,” says Jill Vitali, VP of ADP’s recruitment process outsourcing.
“For example, your company must have an engaging presence on social media platforms. Candidates want to learn about your values and culture before they consider applying. And they expect immediate and transparent communication methods such as chat, self-serve online interview scheduling, video interviews, etc.”
Attracting and engaging with Gen Z candidates will require recruiting leaders to understand zoomers’ preferences and priorities, and then respond with strategies and processes that deliver the candidate experience these younger job seekers crave. Consider that Gen Z is the most racially and ethnically diverse generation to date, and is generally keen to explore new technology and accept change. But don’t forget that zoomers also came of age during the Great Recession and the COVID-19 pandemic. They are sure to appreciate the same things older candidates and employees value, such as well-rounded benefits and in-person communication.
To help you evaluate and update your recruiting processes to be more relevant to Gen Z talent, here are some key considerations.
Embrace the generational shift
For some time to come, Gen Z will increasingly represent a larger proportion of the active workforce. Proactively recruiting Gen Z employees is a business imperative — yet some employers seem reluctant to accept this. In a survey, ResumeBuilder.com found that 31 percent of respondents said they actively avoid hiring Gen Z in favor of older candidates. If this trend continues, it will likely hinder, not help, hiring efforts.
Instead, recruiting leaders should take deliberate measures to ensure that recruiting processes remain relevant for today’s evolving talent pool. In an era of low unemployment and high talent mobility, employers can’t afford to place limitations on the scope of their talent acquisition efforts. Doing so would likely increase the already steep challenges of hiring and amplify struggles with talent scarcity, skills shortages and diversity goals.
Adopt best practices for Gen Z recruiting
When it comes to attracting Gen Z job seekers, recruiting leaders shouldn’t abandon the essential principles they have used with previous generations. That means researching their needs and preferences, tailoring the recruiting process accordingly, measuring the outcomes and adjusting as needed. It doesn’t involve writing a whole new playbook, but it does take some thoughtfulness about where culture and society are headed.
“Now more than ever, relying on credible sources for recent, data-backed insights can give recruiters an edge and help them stay on top of workforce trends and candidate preferences,” says Vitali.
When it comes to Gen Z’s specific priorities, here are some practices that often work for midsize companies and small businesses alike:
- Lead with recruiting technology that provides a convenient, informative candidate experience. Ensure the entire recruiting process is mobile-friendly, offer virtual job fairs and interviews and streamline the application.
- Communicate career growth opportunities, such as mentoring programs, skills training and career pathing. According to a LinkedIn survey, 40 percent of zoomers are willing to change jobs and take a pay cut for better career growth.
- Emphasize recognition and rewards. This includes flexible spending accounts, spot bonuses and other “instant” gratification. More than three-quarters, 83 percent, of Gen Z employees self-identify as job hoppers, according to a report from ResumeLab. Employers shouldn’t count on loyalty alone to keep them engaged.
- Highlight the organization’s mission and values. Zoomers tend to value purpose and belonging fairly strongly. According to Deloitte’s Global 2024 Gen Z and Millennial Survey, 86 percent of Gen Z respondents said having a sense of purpose is very or somewhat important to their overall job satisfaction and well-being.
- Demonstrate holistic support for employee success. According to Monster, 84 percent of Gen Z job seekers consider a potential employer’s commitment to diversity, equity and inclusion when considering where to apply. Discussing business or employee resource groups, pay transparency and competitive health benefits during the recruiting process can show candidates your organization walks the walk.
Ensuring your organization has the right processes in place to attract and retain zoomers vs. boomers may involve adjusting your acquisition approach, your internal policies and your recruitment efforts. But Gen Z inevitably will become a dominant part of the workforce. Successful businesses will evolve incrementally to become the employer of choice for Gen Z and future generations.
This article originally appeared on SPARK powered by ADP.
