No fig sheet for personel
The study concerned, which deals with the requirements of digital natives for HR management, was jointly published by the Stiftung Neue Verantwortung and Egon Zehnder International. I became aware of this by Karsten Wenzlaff of ikosom.
And overall, the study is very exciting because it is not a fig leaf for the personnel guild but shows much more how badly the HR managers can actually assess their target group. Which leads to the fact that they are often completely out of the question with their marketing efforts.
The study makes it clear that young people are much more traditionally conscious and conservative than many believe today. For example, they are looking for safe workplaces, but at the same time they want the greatest possible flexibility of their own. With a few cheap social media features they can not be lured.
Who asked how?
The survey was conducted under 154 Alumni of the New Responsibility Foundation (SNV) and students of various disciplines, including Business Psychology and Economics, as well as 104 HR Managers. The alumni and personnel managers were interviewed from 20.12.2011 to 15.01.2012, the students in March 2012.
Data on the respondents
- Description alumni / students:
- Age average: alumni of the snv 33 years, students 23 years
- Sectors of the alumni of the snv: Economy: 36%, Science: 29%, Society (NGOs, Media): 21%, Politics / Administration: 15% (N = 261)
- Specialist disciplines of the students: various disciplines, especially economic psychology and economics
- Description Staffchefs:
- Age average: 48 years
- Sex: female: 30%, male: 70%
- 1. and 2. Leadership level, one person per company
- HR Generalists
- Broad mix of industries
What emerged from the study is that HR and digital natives are different Success Factors how to assess work situation or motivation quite differently. An overview:
- Motivational factors: The top 3 motivation factors for the alumni / students are "enjoyment of work", "personal development" and "meaningfulness of work". In the first two points, the assessments of the personnel managers agree with those of the alumni / students. However, these regard the topics of career opportunity and participation as much less important than the personnel managers suspect.
- Characteristics: Staff chefs tend to form a stereotypical image of the high potentials (self-assured, innovative, risky). The self-assessment of the high potentials, on the other hand, is more widely spread. Thus only 16 percent of alumni / students consider themselves to be very risky. In general, a large proportion of the alumni / students choose much more traditional characteristics in the self-description than the staff staff do: 64 percent of alumni / students describe themselves as very disciplined (vs. 27 percent HR), 38 percent as modest (vs. 4 percent HR) and 17 percent as traditional (vs. 4 percent HR).
- Skills of the future: Social competency will become more important for both groups in the future. Consistency also exists in the fact that professional competence will not increase in importance. Competences for global cooperation - multilingual and intercultural competencies - are regarded as much more important by staff officers.
- The ideal work situation: The assumptions made by the staff members on working conditions are very different from the ideas of the high potentials. Here too HR has a clear stereotype in mind (mobile, flexible, digitally cross-linked). On the other hand, the responses of the alumni / students clearly indicate that 23 percent want to be mobile, but 27 percent say that they are important to them. Only 8 percent want a digital networking, while 62 percent wants personal contacts with colleagues and business partners. The desire for company loyalty (expressed by 27 percent of alumni / students) is also underestimated by the HR side.
If you want to do successful HR marketing, you should first get to know your target group correctly and respond to your wishes. Many expensive social media campaigns are in trouble. The study states in the end: High potentials are in short supply in the future, at the same time decreases their loyalty to an employer. The balance of power shifts and executives must respond to the needs of individual high potentials and customize their leadership style. This is exactly what many companies have not yet understood, as some rather senseless actions have shown in the past. Maybe they should just listen to the young people?
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