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Angela Mays Mrs

I was invited to speak at the South East Regional CEIAG’s Annual Conference for Careers Advisors in Schools/Colleges recently....

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The Value of Recruiting Younger Talent

I was invited to speak at the South East Regional CEIAG’s Annual Conference for Careers Advisors in Schools/Colleges recently....

I was invited to speak at the South East Regional CEIAG’s Annual Conference for Careers Advisors in Schools/Colleges recently. The focus of the event was highly relevant and topical:

‘An employer’s perspective on workforce planning and why it is important to recruit young people’.

Research tells us that we will have the following challenges in future recruitment:

1. An ageing workforce will choose to work on after they reach the statutory retirement age (either full or part time) which will result in a bottleneck, reducing the ability to recruit new workers
2. Birth rates will continue to decline and it will become harder to fill the gaps that departing staff leave
3. Future leadership teams will be younger so we need to ensure that the next generation of workers is being trained and developed

As a result, Fasset has been actively recruiting a number of younger workers over the past year in order to bridge the potential skills gap of the future. When recruiting candidates, I personally focus more on the ‘soft’ skills than formal qualifications, such as

1. Ability to communicate (verbal)
2. A ‘can do’ attitude
3. Self-motivation
4. Leadership potential

When interviewing, I have found younger candidates increasingly expect to find a learning and development culture in the workplace and are more socially focused and expect to have fun at work. One candidate said he was attracted to Fasset because of the voluntary work it does for the local community. In order to remain competitive in attracting and retaining younger people, Fasset has been developing it’s 10 point ‘On-boarding’ programme for new recruits which includes:

1. HR induction including company policies and practices, company values & expected behaviours
2. Introduction to colleagues and site familiarisation
3. Clear job description and departmental key performance indicators
4. A tailored induction programme
5. Training in departmental processes
6. Mentoring/Buddy system
7. Regular two-way feedback with the line Manager
8. A probationary review after 3 months when ‘SMART objectives are agreed
9. Opportunities to participate in volunteering programmes (eg sports events, fundraising and charity activities)
10. Impartial feedback to HR following 6 months service to assist in order to continually improve the On-boarding programme for new recruits

As a result, I have made some interesting observations; namely that we have widened our opportunity for new ideas and different ways of thinking; some of our more experienced employees are engaged in mentoring younger employees and younger employees are sharing their knowledge and skills in IT.

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