HR managers face challenges in attracting younger talent, showing potential discordance between their strategies and actual employee needs.
- A significant portion of HR managers prioritise career advancement over other perks, despite employees valuing salary and job security more.
- Research by Reed Talent Solutions highlights the disconnect between what HR offers and what new employees seek.
- Soft skills training is lacking despite being a consideration for hiring, leading to unmet employee expectations.
- Effective onboarding and tailored support are critical for integrating new talent into the workforce.
Almost half of HR managers (47%) consider career advancement as the primary method to attract and retain younger talent. However, research indicates that younger employees place higher importance on factors such as salary, flexible working, job security, and financial benefits. This reveals a disconnect between the strategies employed by HR managers and the actual preferences of employees.
The study conducted by Reed Talent Solutions highlights the difficulties faced by HR managers in recruiting and retaining talent amidst challenging economic conditions. It points out a fundamental gap between the offerings of businesses and the desires of employees, which may hinder effective talent acquisition.
A significant finding from the research shows that 76% of HR and hiring managers are likely to recruit based on soft skills, yet only 23% of new employees receive training in this area. This inadequacy in providing necessary skills training frustrates employees, impacting their long-term engagement.
Tailored support during onboarding is identified as a crucial factor for the effective integration of new employees. Lee Gudgeon from Reed Talent Solutions remarks on the necessity for HR teams to offer adequate support to ensure newly hired talent can adapt and thrive in their roles.
For early talent, transitioning to full-time work presents challenges, with 43% finding workload adjustments daunting and 36% facing financial difficulties. Similarly, nearly half of the new talent (43%) struggle with differing workplace cultures, underscoring the need for varied support strategies in onboarding processes.
Lee Gudgeon stresses the importance of customized onboarding practices, arguing that aligning recruitment strategies with employee needs enhances retention rates, especially during testing economic periods. It is imperative for HR to identify effective support mechanisms.
Balancing career advancement opportunities with a comprehensive support structure is vital for attracting and retaining talent effectively.
