4 Tips on Recruiting, Retaining Top Talent
A session titled “What are the Mega Trends in Building Your New Staff” addressed employee recruitment and retention at last week’s American Business Media’s Spring meeting. The panel discussion, moderated by Penton Media President and CEO John French, put forth ideas and best practices in cultivating a staff that is both equipped and motivated to excel in a rapidly changing media environment. Below are a few tips offered during the session.
1. When interviewing a candidate or communicating with an employee, know who you’re speaking to.
There are different ways of communicating to different generations of employees, says Marianne Ruggiero, CEO of Optima Careers, a career management consultant. Some helpful characteristics to remember when dealing with different ages are:
-Generation Y (26 and under): These people were raised in a pro-child environment. They grew up on MySpace and remember Columbine and 9/11 as “their” events.
-Generation X (27 to 42): These people admire Napster and the days of “beating the system” (e.g. free music). They are increasingly feeling the squeeze of a shrinking middle class. They are more likely to be anti-institutional, but they are also more likely to be willing to negotiate their compensation.
-Baby Boomers (43 to 62): They remember Vietnam and JKF’s assassination as “their” events. They’re looking for stability and satisfaction. They know their worth and expect to be compensated accordingly.
2. Consider looking outside the industry for talent.
Time Inc. recently started recruiting talent from outside of the industry, says Maggie Rubey Lynch, vice president of worldwide recruitment and executive search for Time Warner. Publishers who are looking to further their digital strategies would do well to consider plucking talent from other industries—talent who will bring a fresh perspective to their own companies and whose careers have not been cultivated in a print-centric environment.
3. Retention efforts begin with the first interview.
The single biggest concern of today’s employers is retention, says Mark Dacey, senior client partner of Korn/Ferry International. The overwhelming, No. 1 reason executives leave a company is because of a poor relationship with their direct supervisor. The second most popular reason is poor recognition. Somewhat surprisingly, compensation is further down on this list.