2. How will these changes affect
your organization, and what you
can do to stay ahead?
3. The answers to four simple
questions will gauge your
organization’s ability to embrace
these workplace changes.
4. 1. WILL YOU RECOGNIZE
THE BEST EMPLOYEE?
Evolve your concept of “the right fit,”
and how work will get done.
• Open your mind to different types of work arrangements and
more varied populations
• Be ready to acknowledge that not everyone you hire should
necessarily remain with you forever
• Adjust your screening criteria to identify potential hires based
on abilities such as abstract reasoning, problem-solving and
communication
5. 1. WILL YOU RECOGNIZE
THE BEST EMPLOYEE?
Questions to ask:
• Has your recruiting strategy significantly evolved in the past 10
years? In the past 2 years? In the past 1 year? Rapidly
changing markets require continuous strategy evolution.
• Are you recruiting in new places with new messages?
• Has your definition of diversity expanded?
6. TAKEAWAY:
Promote inclusive advertising and adapt
your recruiting strategies to understand
and speak to the varied needs of this
diverse talent pool.
If you have “work,” you’re going to need
to consider a variety of options for how to
get that work done.
7. 2. WHAT IS YOUR
EMPLOYMENT BRAND?
Think like a marketer when recruiting, and find
new ways to get your message out.
• The most qualified candidate for your company is not
necessarily looking for a job
• Utilize new media and technologies to promote general
brand awareness and your corporate culture
• Use new media and technologies to create an authentic
voice for your company
8. 2. WHAT IS YOUR
EMPLOYMENT BRAND?
Questions to ask:
• Can you clearly and concisely articulate your employment
value proposition/brand?
• Is each employee (from leadership on down) clear about your
employment brand, plus able and encouraged to share?
• Have you identified new and innovative methods to promote
your employment value proposition/brand to external
audiences?
9. TAKEAWAY:
A strong employment brand is crucial, but
take note! It’s also critical that your brand
is authentic.
By promoting a sincere employment brand
that people can connect with, you’ll make
it easy for passive candidates to identify
and seek you out.
10. 3. ARE YOU MEETING THEIR
TECHNOLOGY EXPECTATIONS?
Understand the important role that technology
plays in the ongoing engagement of new
generations of workers.
• This expectation extends from pre-employment stages to the
hiring process, straight through to day-to-day operations and
communications
• Use today’s technologies to speak to those generations who
were raised on Nintendo
11. 3. ARE YOU MEETING THEIR
TECHNOLOGY EXPECTATIONS?
Questions to ask:
• Have you surveyed current employees and newly hired
employees to understand their perception as to whether or not
your technology enables your business?
• Do you know if new grads would be using technology
equivalent to what they have used at home or in school?
• Have you benchmarked close competitors to understand what
types of technology they’ve implemented to enable business
processes, solutions and ease of work?
• Minimally, is your hiring process facilitated by technology?
12. TAKEAWAY:
Be on the edge of technologies that will
leave your existing ways of recruiting and
working in the dust.
Adapt to the expectations of younger
generations as a necessity for keeping up
with their employment needs.
13. 4. ARE YOU WHAT
THE TALENT WANTS?
Create a new and open employment environment
that meets their needs and embraces new ways
in which work can be done.
• Upcoming generations are no longer willing to give up their
personal lives for their careers
• To keep employees engaged, allow them to create a path for
growth throughout your organization
14. 4. ARE YOU WHAT
THE TALENT WANTS?
Questions to ask:
• Can you and your employees point to programs and
policies that demonstrate a commitment to your desired
goals of work/life balance and rapid growth opportunities?
• Do you have clear policies or opportunities for flexible
schedules? Job sharing? Work from home? Free-agent or
part-time employment?
• If the top 10% of your employees wanted to adjust their
work schedule or their relationship with you, do you have
the motivation and the capabilities to facilitate this?
15. TAKEAWAY:
Consider throwing out your old policies
and adopting new ideas to create an
infrastructure that supports a more open
culture.
Encourage an employment/work
community that earns loyalty to the
organization rather than demanding it.
16. EMBRACE THE CHANGE
By understanding the forces behind these
changes, and swiftly adapting the ways in which
you approach the new world of work, you’ll do
more than just keep up - you’ll get ahead.
As an original founder, global leader and evolutionary
driver of the staffing industry, Kelly Services can help.
