Young people by Fluid March 2010
Young people March 2010
May 17, 2015
One-day interactive training course designed and delivered to an audience of HR specialists, line managers and Directors employed by a Yorkshire-based distribution business with an emphasis on graduates and apprentices.
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Young people
by Fluid
March 2010
Page 2
Contents3-4 Introduction to Fluid5-6 Goals7-8 Volunteering9-13 Young managers14-19 Apprenticeships20-22 Managing age diversity23-24 Exercise A25-26 Graduate training scheme27-30 Asian graduates31-32 Using graduate interns33-34 Skills employers say graduates
lack35-36 Managing graduate expectations37-47 Graduate recruitment48-49 Exercise B50-51 Case studies52-53 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
Goals
Page 6
• To achieve by 30:• Own property• Be married• Have worked abroad• Have children• Reach senior management• Have worked for three or more organisations• Set up own business• Be earning at least £100K
Goals
Page 7
Volunteering
Page 8
Volunteering• HOW TO RUN A VOLUNTEERING SCHEME• Do your research• Secure widespread support• Write a policy• Set objectives• Allocate resources• Find suitable partners• Recruit volunteers• Monitor and evaluate• Secure positive publicity
Page 9
Young managers
Page 10
Young managers 1 of 4• INTERNET USERS• Viewers/readers• Enthusiastic contributors• Uninvolved functionalists
Page 11
Young managers 2 of 4• ATTRACTION TO NEW JOBS• Career development• Working environment and values• Lifestyle• Need for change
Page 12
Young managers 3 of 4• DIFFERENT ATTITUDES TO WORK AND
CAREER• Overworked, frustrated careerists• Happy, loyal careerists• Lifestyle and location focused• Not too bothered
Page 13
Young managers 4 of 4• RECOMMENDATIONS• Key job attractors• Unlocking the talent• Retaining managers• Understanding the differences
Page 14
Apprenticeships
Page 15
Apprenticeships 1 of 5• WHAT IS AN APPRENTICESHIP?• Apprenticeship• Advanced apprenticeship
Page 16
Apprenticeships 2 of 5• QUESTIONS TO ASK• Could taking on an apprentice help my
business expand and help me take on more work?
• Could another pair if hands help me to grow my business?
• Do I have the right range and scope of work for an apprentice and can I support their training needs?
• Can I afford to take them on?
Page 17
Apprenticeships 3 of 5• REASONS TO EMBRACE APPRENTICESHIPS• Improved productivity• Motivated people• Relevant training• Cuts out skills shortages• Easier recruitment
Page 18
Apprenticeships 4 of 5• HIRING AN APPRENTICE• Catch up• Take control• It’s an investment• Recruit for attitude• Remember it’s a job• Take an interest• Evaluate• Put an arm around them• Be responsible
Page 19
Apprenticeships 5 of 5• REAL-LIFE EXAMPLE, PENDENNIS• Be clear about what is needed• Pick partners carefully• Consult employees
Page 20
Managing age diversity
Page 21
• Analyse your workforce profile in terms of age, as well as thefuture impact of the changing generational mix
• Carry out an employee survey and analyse the views and motivations of different age groups
• Audit your internal communications channels to assess whether communications channels and styles are sufficiently flexible to meet the preferences of all groups of employees
• Ensure your employer brand conveys what is compelling about the organisation as a place to work for different generations
• Analyse career development opportunities for all employees
Managing age diversity 1 of 2
Page 22
• Provide flexible working opportunities that will appeal to
employees at different stages of life• Maximise opportunities to enhance coaching and
mentoring across generational groups• Re-engage baby boomers by ensuring they are
given appropriate development opportunities
• Re-evaluate your corporate social responsibility policies and practices to ensure they have cross-generational appeal
• Identify areas of commonality and build on them
Managing age diversity 2 of 2
Page 23
Exercise A
Page 24
Exercise A
Page 25
Graduate training scheme
Page 26
• Career progression• Professional qualifications• Personal development• Fast track to the top• Breadth of experience• Mentoring• Friends and networks• International travel• Money, money, money• Status
Graduate training scheme
Page 27
Asian graduates
Page 28
Asian graduates 1 of 3• Invest directly into ethnic minority community led
organisations with a strong record of success using mainstream funds on targeted activity. This should include the Aim Higher funds, Change Up and Jobcentre Plus contracts.
• Stronger accountability for the performance of universities for ethnic minority failure. Targets should be set for all universities to improve the achievement of ethnic minority students, including Asian students, and prevent drop out and poorer final results. These targets should be agreed and results monitored regularly and published.
Page 29
Asian graduates 2 of 3• More work with employers is required. We should
engage directly with businesses and encourage them through a targeted programme of positive action to engage Asian graduates, to provide mentorship and confidence/cultural support packages, good practice guides on employing Asian employees and educational seminars which overcome some of the discriminatory stereotypes held. Role models of employers with successful Asian graduates should be publicised.
• A national web based network to help Asian graduates should be developed. This would focus on role models and examples of Asian graduate success and a help line with support which could link into mainstream Jobcentre Plus and University services.
Page 30
Asian graduates 3 of 3• More dialogue directly between Government,
communities, businesses and graduates is required to break down the barriers and stereotypes and reduce fear and discrimination.
• Legislation should be reviewed and consideration of ethnic minority employment targets for both public and private sector should be given. There is an over reliance on the usual suppliers and insufficient ‘demand led’ action.
• There should be a publicity campaign to provide the British public with more positive messages about British Asians, their contribution to the economy, the arts, heritage and sport
Page 31
Using graduate internships
Page 32
• What are the benefits?• Work differently• Structure the internship• Consult and engage others• Establish a climate of success• Measure success
Using graduate internships
Page 33
Skills employers say graduates lack
Page 34
• Communication skills• Confidence• Planning and organisational skills• Passion• Analysis and decision-making skills• Literacy• Commercial awareness• Relevant work experience• Personal development skills
Skills employers say graduates lack
Page 35
Managing graduate expectations
Page 36
• Build relationships with schools and colleges
• Manage your own expectations of graduates
• Approach candidates who have been recommended
• Stress the non-financial benefits you can offer
• Provide a good induction
Managing graduate expectations
Page 37
Graduate recruitment
Page 38
• Considerations• What sort of graduate?• Coming up with an offer• Finding your graduate• Meeting candidates• Recruitment agencies• Advertising for candidates• Typical difficulties• Retaining your graduate
Graduate recruitment 1 of 10
Page 39
• Then• Now
Graduate recruitment 2 of 10
Page 6
• TERMINOLOGY• Blog• Chatroom• CV uploader• Employer brand• Equality monitoring• Facebook• Hidden graduate pool• Job boards• Microsite
Graduate recruitment 3 of 10
Page 41
• TERMINOLOGY• Podcast• Portal• Psychometric testing• Second jobber• Social networking sites• Talent management• Talent pool• Targeted mailing• Wireless application protocol (WAP)
Graduate recruitment 4 of 10
Page 42
• CHALLENGES FACED BY EMPLOYERS• Lack of applicants with the right
combination skills, for example team-working and leadership
• Lack of applicants with the right qualifications for specific job roles
• Issues with specific geographical locations• Applicants’ perceptions of the industry
sector
Graduate recruitment 5 of 10
Page 43
• MEANS OF OVERCOMING RECRUITMENT DIFFICULTIES
• Advertised in different medium/publication• Tried another recruitment method• Quicker recruitment process• Improved starting salaries• Widened range of acceptable degree subjects• Reduced class of degree required• Re-advertised in same publication• Introduced or raised starting bonus
Graduate recruitment 6 of 10
Page 44
• GRADUATE RECRUITERS’ TOP COMPETENCIES• Motivation• Confidence• Resilience• Initiative• Interpersonal skills• Emotional intelligence• Open-mindedness• Problem-solving• Teamwork• Independent working
Graduate recruitment 7 of 10
Page 45
• AREAS WHERE GRADUATES ARE SEEKING EMPLOYMENT
• Media, digital and creative• Marketing and PR• IT and telecoms• Scientific• Legal• Financial services• Engineering• HR• Accountancy• Banking
Graduate recruitment 8 of 10
Page 46
• TOP GRADUATE JOBS FOR TOTAL EARNINGS BY AGE 25• Management consultant• Retail• IT systems analyst• Marketing executive• Civil servant• Accountant• Teacher• Structural engineer• Solicitor• Newspaper journalist
Graduate recruitment 9 of 10
Page 47
• HIRING GRADUATES SUCCESSFULLY• Look for something different in CVs• Engage with graduates early• Tailor recruitment to Generation Y• Use appropriate media• Be innovative
Graduate recruitment 10 of 10
Page 48
Exercise B
Page 49
Exercise B
Page 50
Case studies
Page 51
Case studies
Page 52
Conclusion & Questions
Page 53
Conclusion
• Summary• Questions
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