Priorities are shifting for job seekers. Candidates from the new digital generation are primarily looking for purpose in their work and clarity about end goals. One of the main challenges facing companies in their drive for growth is recruitment. Hiring this elusive profile, which now favours employer brand over generous pay, is becoming increasingly difficult. Today, young candidates hold the upper hand in the labour market. What are they looking for?
The world of work has changed, and so have candidates’ expectations. Since permanent contracts are no longer the norm in companies, this new generation has embraced the idea of a plural career path that better aligns with their sense of fulfilment and economic reality. We have been in a tight labour market for several years, and young people are well aware of it, so they are setting their own terms. It is also worth remembering that this digital generation is in strong demand from consulting firms, banks, insurers and industrial groups, which only strengthens its bargaining power.
Thanks to digitalisation, it is easy to gather information on social media, review platforms and ranking sites. As a result, before an interview, candidates increasingly research companies’ values and culture. They can therefore easily confirm — or challenge — the information presented during the interview. Candidates are mainly drawn to companies’ actions in the areas of sustainable development, non-discrimination and gender equality. The causes a company supports are selection criteria.
To attract top talent, companies must work on their employer brand but also deliver the best possible candidate experience by being transparent, clear, authentic and supportive. Candidates want, above all, to genuinely understand the company they may join, and to have a clear, precise view of its mission, day-to-day operations, employees and professions. The interview is therefore a decisive moment for the candidate, and the recruiter must be able to answer questions precisely: values, tasks, salary, working conditions, career prospects, and so on.
Young generations need to picture themselves within the company and aspire to assignments that engage them. In concrete terms, they want meaning in their work and they need stimulation. Today, it is no longer enough to offer a financially secure position and an attractive salary. This generation does not need more, but something different. A fundamental need to understand the management style, the tools used, the philosophy behind the services, the impact of the work delivered on overall objectives, the resources deployed, its role within the organisation, and more. Clear communication helps them position themselves and assess their contribution.
Onboarding is also an important point for candidates and should not be overlooked. Onboarding is an integration strategy that helps new employees feel welcomed and become operational quickly; through this process, they become attached to the company. Beyond the interview, the candidate experience remains just as important. Let us not forget that this generation is also fickle, and the company must in no way take employees for granted.
The jobs market has seen strong growth in recent years. The verdict is unambiguous. Today the roles have been reversed: candidates are now the ones choosing companies. To meet the expectations of this digital generation, management must fundamentally rethink its strategy. The hiring process should be reassessed, as should the internal organisation, to better match the expectations of this digital generation. The key to survival: projects and innovation.
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