Opportunity knocking

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Posted by B-Sure Group on Friday, 19 July 2019

We wanted to find out more about recruiting the youth of our country so we decided to approach our Group HR Director of People and Culture, Yael Diner, to gain insight on recruiting Millennials and Post-Millennials within the B-Sure Group.

Here’s what she had to say:

  • As the Group Executive Director of People and Culture for B-Sure Group, the company hires a lot of young professionals. How do you manage the process of recruiting millennials and post millennials for your company?

Recruitment is always at the front and center of my mind! We have a number of companies in our Group, each of which is growing at a ridiculously fast rate and the need to be consistently hiring quality staff is very prevalent. In my experience, the best way to go about recruiting if you are targeting a specific demographic, as we are (and keep in mind that each of our companies has different demographic requirements!), is to keep those staff referrals coming in. Later millennials and post-millennials tend to put a lot of emphasis on social and inter-personal relationships and they like working for companies where they have friends on the staff base. As such, our must successful recruitment tool is driving referrals – we have great incentives in place for our staff to keep the referrals coming in and this works really well for us. Another tool we use successfully in recruitment is social media. Statistically, majority of users on social media would fall into the age groups in question and these people are likely to look for jobs on social media platforms. We have put a lot of effort into creating a social media page for our group on which we showcase all the aspects of our companies and our culture that would appeal to millennials and post-millennials and we post all vacancies there as well so that any potential candidates can see a little bit about who we are and what we are about. I am consistently amazed at the influx of CVs we get after posting a job vacancy on social media and the demographic of applicants is usually spot on. So, social media really works!

  • Post Millennials have a reputation in the industry and are known as “recognition seekers”. How do you handle employee moral of all these young professionals?

We have a very strong performance-based culture and such a culture demands that performers are given recognition. As such, post-millennials are actually the perfect kind of staff member for us! Many have said that post-millennials are difficult to manage and to get results from but we have found the opposite. If the company culture is strong and driven properly, it is really easy to get staff to buy into that culture and perform. It is important to create a fun working environment for them as well and create reasons for them to WANT to be at work and have put a lot of effort into creating this type of environment within our group – we run lots of incentives for staff, host fun activities consistently, and we have an incredible building with an on-site gym and restaurant. Who wouldn’t want to work in a place like that?!

  • From your experience, why do millennials and post-millennials “job hop”?

I think there is definitely an air of instant gratification that permeates these demographics and people are generally of the mindset that if they do not see instant rewards or results, there is something wrong with the company and not with them and so they need to leave to find something better. I also think that there are sometimes unrealistic expectations set out by companies and this does not help matters, either. For us, we are very careful to tell our staff from very early on that there is no such thing as instant success; it takes hard work, a lot of rejection and consistent effort to succeed at something and that anything worthwhile does not happen overnight. I have also often found myself telling people, “You take yourself with you,” and I truly believe this. Every person has opportunities placed in front of them but it is what they do with those opportunities that makes all the difference. People who don’t want to work hard think that if they leave, they will find somewhere else and they will do well there but that is rarely the case. Rather do whatever you can to make a success of where you are and if you have truly put in the effort and still aren’t seeing results, then you can think about moving on. But until you have really tried, you cannot blame the environment or the company, only yourself and this wont change, regardless of how many companies you work for.

  • How do you keep your employees motivated and ensure that job satisfaction is of greatest importance?

As I mentioned above, it is extremely important to create a strong culture and an environment in which the staff actually want to work. I always say that you spend more time at work than at home so you need to want to get out of bed in the mornings and leave the people and the home you love for the next 9 hours and not be miserable at the thought (at least, on most days!). It is the responsibility of the employer to create such an environment. I also think that recognition and opportunity for growth are crucial for employee well being and engagement. People want to know that their efforts are being recognized and they are working something bigger and better otherwise, doing the same thing day in and day out becomes pointless and no one wants to leave their beds for that! I hear way too often that really great staff are looking to leave their companies because the want more growth. Companies are crazy! Who wants to lose staff who actually WANT to grow? These are the staff members companies should be fighting to keep! We are form believers in ensuring there is growth for every employee who wants it and is willing to work for it. We have even been known to create positions for staff who were ready to grow but we didn’t have something for them but, rather than losing them, we showed them how valuable they are to us by creating a position for them. This is how we have managed to grow staff from Sales Consultants to Directors in just a few short years. This is how we show staff that if you work hard, it will work out, they just need to keep at it, stay motivated and love what they do.

  • The workplace is changing at a rapid rate and the growth of one’s business is determined by the employees it hires. Over the years that you have been with B-Sure Group, have you seen any changes in the way Millennials or Post Millennials conduct themselves in the workplace?

To be honest, I haven’t really seen a change in the past 6 years. I think that the way Millennials or Post Millennials conduct themselves in the workplace is based on the strength of the culture – if the culture is weaker and allows employees to drive it, then it is likely that such changes will be inevitable. However, if the culture is strong, there is little room for employees to come in and try change things and they soon realize that they need to fit in with the culture or leave. As a result of our strong culture, we really haven’t experienced a change in conduct, there just isn’t really room for this.

  • What advice would you give Millennials and Post Millennials looking for employment?
  1. Don’t Google interview answers to give in interviews! Anyone can say that they are hardworking, goal driven, works well in teams, etc. But everyone is saying these things (thanks to the internet!).
  2. In order to stand out, take the time to decide what makes you YOU – what is unique about you that is different from every other person that the company has just interviewed?
  3. I would also advise to choose a job and stock to it for at least a year. There is nothing more off-putting to a recruiter than seeing 5 jobs over 12 months and it doesn’t bode well for you if you’re one of these people.
  4. Learn to push through, stick things out, show you have some grit, don’t jump to find something better – remember, you take yourself with you!
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Millennials: Born 1981-1996 (22-37 years old)
Post-Millennials: Born 1997-Present (0-21 years old)
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