Building Materials Executive Recruiter James Aiken Shares Secrets of Retaining Top-Performing Millennials
James Aiken, President of Legacy: Executive Search, shares secrets from his experience on talking with thousands of different candidates in the building materials market. The actions here have helped managers in the window/door manufacturing industry, carpet industry, lumber industry and building materials industry as a whole.
Greenville, SC, September 16, 2016 --(PR.com)-- Common "Solutions" to Retaining Millennials:
- Increase compensation
- Give them newer tech (cell, laptop, etc.)
- Let them work remotely
- Tuition reimbursement & training opportunities
- Increase company social events
- Avoid requiring overtime
There's a lot of different options on how to address chronic millennial turnover in a certain position. Associates at Legacy has come to realize that all of the above solutions are actually just added bonuses - a manager shouldn't focus on implementing one of these as a solution until making some other changes first. Often times turnover isn't an operations problem, it's a recruiting problem.
The way a manager can lower their turnover is first understanding who they are recruiting on a level past their skills. Some managers will complain that they can't retain someone in a certain position past a year, but they never ask the candidate/employee where they want to be in a year. When a manager recruits for a position, they need to use candor - plain and simple. They need to understand a prospect's aspirations. They need to understand what makes them tick.
Legacy's interactions with millennial candidates has concluded that for millennials - its often a matter of them wanting to do more than what they're currently doing. They want to increase their scope - they want to develop their career. Keep them happy up front by understanding where they want to be and helping carve the path in front of them. If managers want to retain somebody, they need to understand their yearly outlooks (1, 2, 5, 7, 10). Don't have them answer by a form, ask them live. Having a candidate answer on a form doesn't help them feel like you actually care about their future, and thereby makes candidates more apt to stretch the truth on their answers for short term solutions.
On the other hand, managers/interviewers need to be frank with the candidate on what the position entails. If the position is one of those positions where there's no vertical opportunities, managers/interviewers need to disclose it. If the person is going to be traveling three weeks out of the month, disclose it. If the company vehicle is a PT Cruiser, disclose it. Disclose to the candidate the most difficult parts about the responsibilities and environment. Disclose it up front and save Human Resources the tears, time, and money.
It's tough to retain millennials - but with the right level of communication, forecasting and planning, it's a piece of cake.
Building materials organizations can contact James Aiken at 864-417-8431 or on his website at http://www.legacysearch.net
- Increase compensation
- Give them newer tech (cell, laptop, etc.)
- Let them work remotely
- Tuition reimbursement & training opportunities
- Increase company social events
- Avoid requiring overtime
There's a lot of different options on how to address chronic millennial turnover in a certain position. Associates at Legacy has come to realize that all of the above solutions are actually just added bonuses - a manager shouldn't focus on implementing one of these as a solution until making some other changes first. Often times turnover isn't an operations problem, it's a recruiting problem.
The way a manager can lower their turnover is first understanding who they are recruiting on a level past their skills. Some managers will complain that they can't retain someone in a certain position past a year, but they never ask the candidate/employee where they want to be in a year. When a manager recruits for a position, they need to use candor - plain and simple. They need to understand a prospect's aspirations. They need to understand what makes them tick.
Legacy's interactions with millennial candidates has concluded that for millennials - its often a matter of them wanting to do more than what they're currently doing. They want to increase their scope - they want to develop their career. Keep them happy up front by understanding where they want to be and helping carve the path in front of them. If managers want to retain somebody, they need to understand their yearly outlooks (1, 2, 5, 7, 10). Don't have them answer by a form, ask them live. Having a candidate answer on a form doesn't help them feel like you actually care about their future, and thereby makes candidates more apt to stretch the truth on their answers for short term solutions.
On the other hand, managers/interviewers need to be frank with the candidate on what the position entails. If the position is one of those positions where there's no vertical opportunities, managers/interviewers need to disclose it. If the person is going to be traveling three weeks out of the month, disclose it. If the company vehicle is a PT Cruiser, disclose it. Disclose to the candidate the most difficult parts about the responsibilities and environment. Disclose it up front and save Human Resources the tears, time, and money.
It's tough to retain millennials - but with the right level of communication, forecasting and planning, it's a piece of cake.
Building materials organizations can contact James Aiken at 864-417-8431 or on his website at http://www.legacysearch.net
Contact
Legacy: Executive Search
James Aiken
864-417-8431
http://www.legacysearch.net
James Aiken
864-417-8431
http://www.legacysearch.net
Contact
Categories