A recent survey conducted by indeed – Glassdoor & Forester consulting on attracting & retaining talent resulted in 77% employers saying that retaining talent has become more difficult compared to 3 years ago; 84% employers feel that employees now have a higher expectation from them and a brand is critical to that expectation. Post pandemic job seekers are now seeking flexibility, diversity & purpose where flexibility in essence means choice – freedom to do work the right way. They are evaluating what they want from work where employee voice is critical.

Building an employer brand requires consistency where most organisations struggle. Employees are looking for a connection and want the job to be worth their investment.

As an organisation, the way people want to grow, skill & re-skill itself is changing. The expectation of Agility is changing. Workers are looking for meaningful work with flexibility & choices. The new generation of workers are vocal of their expectations; seek competitive packages and are also willing to part ways from one organisation if it’s  ideas and values are not aligned with theirs. To woo the next generation of talent; employees need to revisit the way they look at workers; understand and view work from the employees’ shoes. The meaning of career and the way its lived is different for each generation, which employers need to acknowledge. The new generation is clear on what their choices are, aspirations are sky high and want to climb the ladder as fast as possible with these clear priorities. In other words, they want to see their role evolve at a fast pace to be engaged with the organisation. Employers need to cater this need and try providing customised career choices.

How are talent attraction strategies evolving to meet the needs of this changing generation or changing work?

Employers need to see things from the candidates’ viewpoint to woo them and review what is being offered to a potential employee with a job. Talent is moving towards a purpose; there is a greater need to find meaning  and perhaps authenticity when it comes to work. For an organisation, the younger the workforce, the more it needs to provide in order to cater to their needs. For the talent, if they can connect more with work; the more committed they are to the organisation.

Recent studies have indicated that Gen. Z will comprise up to 30% of the workforce by 2025 and  = is willing to take a pay cut to find work that aligns with their beliefs and purpose. As a starting point, organisations need to first identify what their employees are feeling? What is motivating them? How are they constructing their identities and  how  it is derived from the organisation’s identity?

Hiring talent today in essence means providing a clear practical vision of the future to the candidates; providing evidence to them of the growth the employees and leaders have seen in the organisation. Managers need to be re-equipped and educated on managing talent. Branding is key; where an organisation needs to know / listen to what the employees are saying about them  and accordingly act upon the feedback to continuously improve. One of the critical aspects of Employer Branding is how the leaders walk the talk and act internally and thereby the culture is being tested in every conversation an employee has with their superiors. This is where the moment of truth is created for the employees – Culture where leadership style is key.

Highly engaged employees should be cared for. For higher engagement, employees need cognitive stimulation that results in a behaviour that is productive and is  extending to the organisational citizenship behaviour. Human touch or perspective is what is required with the times of anxiety.