Early talent is the lifeblood of any organisation. Equipped with a unique array of skills that can help businesses grow, this is the generation that's going to fill management positions in the future.
Gen Z, people born between 1997 and 2012, grew up with technology and have vital knowledge which companies looking to innovate can take advantage of.
Upskilling comes naturally to them, with the influence of platforms such as YouTube and a life spent on iPhones and Android devices flicking between new and exciting apps, meaning they have the developed the essential ability to be constantly upgrading their knowledge in an evolving world.
Education vs work
But this does not necessarily mean graduates and early talent are ready for the world of work. Some of the biggest challenges they will face in life revolve around bridging the gap between the world of education and that of the working world.
While in education, students learn within a set curriculum and in a linear manner, this is – outside of any formal training – not the case when they enter the workforce, where skills and knowledge must be acquired and honed on a day-to-day basis. Furthermore, education is often based on direct teaching and focused on cognitive activities, whereas work tends to be more collaborative, with an emphasis on practical skills. These are subtle differences but coming at a time when early talent is also juggling new life skills, such as living away from home or budgeting, this can be a tricky time for those adjusting to life at work.
As part of a wide-ranging study of how organisations can recruit and embed early talent into their workforce, our sister company, Reed Talent Solutions, conducted a survey of 1,000 workers aged between 18 and 25 years old.
The study found that almost a quarter of respondents admitted they had found it fairly, or very difficult, to adjust to the world of work.
A third of respondents identified increased pressure/tiredness, specific or set working hours, increased workloads, a change in communication style and having had friends/peers as opposed to colleagues/managers, as the biggest differences between education and work. The high number of respondents who selected more than one factor suggests early talent does identify big differences between the two fields.
Furthermore, almost half of respondents (43%) said working full time for the first time proved challenging, while 36% identified financial challenges around working. Commuting and time management also ranked highly.
Associate Professor in Organisation Studies at the University of Bath, Stefanie Gustafsson, said Reed Talent Solutions’ research chimed with her own.
She said a study conducted at the University of Bath, in collaboration with Professor Laura Empson at Bayes Business School, University of London, showed many graduates “are focused on a limited set of roles and employers for which there is often high competition”.
Because of this, developing relationships in a professional environment “including networks that facilitate graduates’ transition into the workplace and help them succeed in their career is crucial”.
Prof Gustafsson said offering practical experience to early talent “is a great way to prepare for the transition into the workplace,’ citing the work done with industry placements by the Bath School of Management undergraduate programmes.
“Businesses can support this by actively working with education providers in creating and investing in placement opportunities,” she added.
The power of onboarding
One way organisations can address these challenges is by providing a strong onboarding process that will keep your new talent happy and motivated. Boring or tick-boll filled exercises create a poor first impression for businesses attempting to be seen as innovative, attractive and human-centric.
Early talent which understands an organisation’s values, aims and culture will be more committed, leading to greater productivity and retention, as well as helping them make that leap between education and work. Ensuring there is a seamless transition into a company will create a happy, productive workforce.
Elise Hunt, Head of Talent Acquisition at Admiral Group, said there are a number of simple measures organisations can take to perfect the hiring and onboarding process:
Culture and values
Ensure the culture and related values of the organisation have a strong presence externally, across social media or in local communities so new talent is aligned before making an application. Existing employees are pivotal in bringing a brand to life with authentic stories about what it is really like to work there.
Anyone involved in the hiring and onboarding process, such as interviewers, should live and breathe the company culture, ethos and values. This is particularly important for candidates that do not make it to offer stage, formulating a good, positive, lasting impression of the organisation and helping create a network that could apply for other roles in the future.
Maintain frequent contact
Ensure new and early talent remain happy and engaged as they enter your organisation. It is important to maintain frequent contact with them, asking what their requirements might be and how they are finding their new role.
Keeping new recruits abreast of the wider business – its goals, ambitions and future plans – will help embed them within your organisation. New recruits should have goals set in the first few months to measure performance and tie to the organisational goals.
Create a team environment
Social events, monthly newsletters, and company updates are a great way of helping new and early talent feel part of their new team. An informal (or formal) buddy programme is useful, along with information about how to join particular employee networks that may be in place in the organisation.
Onboarding is continual
Onboarding needs to continue beyond week one and two. It should be a gradual and continual process covering the first months of a new recruit’s time with your organisation, ensuring they have a real insight into your business, its mission statement, values and culture.
Create a sense of belonging
If new recruits are predominantly home workers, it is important to create a new sense of belonging. Branded new hire gift bags with work-related items (e.g. a mouse mat or water bottle) could help to subtly make new talent feel they belong somewhere new.
Conclusion
Those businesses which flourish in the future will be the ones that embrace early talent, turning new recruits into the leaders of the future.
Onboarding is one way of fulfilling that need, making Gen Z workers feel part of your organisation and helping them to learn and develop the skills they need to be part of your and a working culture. Of course, onboarding processes should be coupled with ongoing training, mentoring, retention strategies such as your employee value proposition, a genuine equality, inclusion, diversity, and inclusion policy, work-life balance strategies, career progression and a strong culture.
By embracing these strategies, organisations can ensure early talent can move easily into the world of work and take their first steps to becoming the leaders of the future.
Reed Talent Solutions’ webinar, ‘How to recruit and retain Gen Z’ will examine how organisations can leverage Generation Z to address skills gaps. It takes place on Tuesday 8 October 2024, at 1pm – find out more and register here.
