Hiring junior talent: the ultimate guide

Hiring juniors, a daunting challenge?

Whether you're a recruiter, executive, or manager, you certainly grapple with these challenges daily:

• How to assess skills needs in the company and create a compelling scorecard?
• How to craft appealing job boards?
• Where to source the best junior profiles? Through a CV database? Recruitment forums? Referrals?
• How to streamline your recruitment process and interviews, steering clear of stereotypes and biases that can mislead even the best recruiters?
• How to successfully close a deal with an outstanding Gen Z candidate?
• How to provide constructive feedback to both hired and rejected candidates?

In a nutshell, how to optimize the hiring of young talents?

• What are their expectations regarding the recruitment process and employment?
• How to anticipate and meet their expectations?

Indeed, recruiting Gen Z profiles is no easy feat. These recent graduates have new demands for their employers: high expectations regarding the meaning of their roles, the social and environmental exemplarity of the company, working conditions, compensation, and career progression.

In this guide, you will find:

• Decoded expectations of Gen Z concerning recruitment
• Our top tips for creating irresistible job offers
• Tricks to avoid common pitfalls during interviews
• Negotiation strategies with young talents for mutually beneficial contracts
• A method for delivering rejection without harming your employer brand.

… and much more!
We hope this serves as a step-by-step guide to enhance your junior talent recruitment efforts.

____________________________

JobTeaser is the preferred job board for employers and the preferred career service for European schools and universities. Whatever your recruitment needs, we can help you recruit and retain the best young talents.

1.  Create a recruitment scorecard

The first step in recruiting juniors is undoubtedly to assess your recruitment needs. Far from being a solitary task, this groundwork will be done in collaboration with managers. They will often have a 360-degree view of the recruitment needs within their teams.

1.1. Job and skills mapping

First step: create a mapping of the positions to be filled, also known as a skills matrix or job mapping.

The goal? Identify and describe the skills, knowledge, and qualifications necessary for various positions within a company. This valuable document will be your roadmap for recruiting juniors.

Here are some steps to help you create a mapping of the required positions, which will assist you throughout the recruitment process.

Identify key positions

Begin by identifying essential recruitments. This may include executive positions, specific technical roles, operational talents, and more. Start with strategic positions, as they will consume the majority of the budget and be the most challenging to fill. The recruitment process for these positions will also be the most complex, requiring assurance in finding the right person for the right role.

If there are hiring needs for juniors or operational profiles highly beneficial to the teams, this is the point at which they should be listed.

Define required skills

Next step in the recruitment process: for each identified position, determine the skills necessary to perform  successfully.

These can include technical abilities, soft skills, specific knowledge, professional gestures, and more. The more precisely you list these elements, the more accurate and effective you will be.

To read on our blog: In 2030, wich soft skills will really make the difference? 

Establish a list of skills

Next, create a comprehensive list of the required skills for each position. Ensure that you are thorough in describing each skill. For example, instead of merely stating communication skills, specify relevant sub-skills such as "content creation," "social media management," "verbal communication," "public relations management," and so on.

This way, you will know exactly which hard skills to look for during the junior recruitment process, saving valuable time for the HR team!

Determine required proficiency levels

Next step: for each skill, determine the required proficiency level. You can use a rating scale such as "beginner," "intermediate," "experienced" or define a specific numerical scale corresponding to skill levels.

⚠️ Caution: we advise against relying solely on age or level of experience to assess skills. Many factors can influence a person's competence:

• Have they switched careers? Do they have other transferable skills?
• Have they obtained numerous certifications?
• Is it someone who learns quickly?
• Has the person established a routine for staying informed and exchanging ideas with peers to learn more quickly?

Note that based on the answers, someone who is initially considered very senior may be less agile and competent in a given role than a member of Gen Z, and vice versa.

The Gen Z being a fully digital generation that learns exponentially on the web, be cautious about the young age of candidates. Especially in technical roles (developer, data analyst, etc.), the younger individuals can be exceptional candidates.

I organized a recruitment in the form of a coding competition for a major client of FindYourWay. A 16-year-old candidate was undoubtedly, by far, the best. To assess skills, the best approach is to test individuals through practical situations and technical assessments!

Karim Hechmi, CEO of FindYourWay (which supports young people in finding their path and helps employers target and recruit juniors).

1.2. Consult with managers and people on the floor 

Once you've completed all these tasks, circle back with team leaders to ensure alignment. This ensures that you are on the same page and helps avoid hiring the wrong profile!

Create a scorecard, your HR compass.

Build a scorecard based on juniors recruitment needs.

Now is the time to put your plan for hiring graduates on paper.

Organize the positions in rows and the skills in columns on your scorecard. Fill in the cells with the required skill levels for each position. This will give you an overview of the skills needed within your company. 

With this matrix, you can advocate for managers and their teams to unlock budget resources. Because yes, hiring juniors is the promise of capitalizing on young, eager profiles who are willing to learn.

To recruit juniors, leverage the mapping of required positions.

Once the mapping of required positions is created, it can be utilized for various human resources management activities. This may include:

• Recruiting juniors or seniors
• Team planning
• Skill development
• Performance evaluation
• Succession planning, etc.

By following these steps, you will be able to create an effective mapping of required positions for your junior and senior recruitments, easing talent management and employee skill development.

Build a skilled team with our recruitment and hiring solutions.

Regularly review your scorecard for junior recruitment

The mapping of required positions is not a one-time process. It is crucial to update it frequently to account for organizational developments, technological changes, and emerging skills.

Here are some common frequencies for updating the skills mapping:

• SMEs typically do this on an annual basis.
• Large corporations do this every 6 months to address skill needs with end-of-studies interns and plan junior recruitments.
• Start-ups and scale-ups, experiencing more rapid evolution, may do this every 3 to 6 months.

These timeframes are indicative and vary based on the needs for junior and senior recruitment.

2. Hiring Juniors: Do's and don'ts of job listings

2.1. Recruitment process: what does GenZ expect?

Saying that the expectations of students and recent graduates are evolving is an understatement. Our recent study on recruitment barriers in partnership with Maki People (in French) has shed light on what young talents are looking for. Let's delve into it.

A strong need for transparency in job listings

• 78% of 18-25 year-olds expect explicit mention of job duties
• 77% expect information about salary and benefits
• 74% prefer a streamlined recruitment process, with 72% paying attention to the details of these steps
• 57% expect information about the company's activities

Before applying for a job, Gen Z candidates want to be as informed as possible. Particularly in a context of inflation and economic uncertainty, salary information is as crucial as details about the job responsibilities.

Contextual information about the position, team, and company culture is also valuable. For Gen Z candidates, this information is used to assess the company's employer brand. Therefore, the content should align with their needs for time optimization, authenticity, and engagement. Indeed, recruiting juniors requires a certain finesse!

A demand for seamless experiences on career websites:  

• 82% of young individuals have abandoned a job application even when interested in the position, due to:
  • 32% from an unoptimized recruitment platform
  • 28% after reading negative reviews on Glassdoor or equivalent
  • 23% because of the requirement for a cover letter
  • 22% when asked to provide the same information multiple times

Often considered non-priority by companies, career websites are still underdeveloped and frequently suffer from technical debts. HR teams often lack autonomy in their administration, making optimization challenging.

Read more on our blog: What KPIs to Use to Monitor the Effectiveness of Your Career Website?

No, the resume is not dead!

Based on the views of the 18-25 age group, the following elements are the most relevant for showcasing their skills and potential:

1. Resume (75%)
2. Skill tests (72%)
3. Professional situational exercises (71%)
4. Cover letter (61%)

The resume remains an essential tool for most recruiters and is still considered important by Generation Z. However, its relevance is increasingly questioned: 60% of recruiters are open to hiring without a resume. While young graduates believe that this tool is still predominant for their recruitment, what will the future hold? It's hard to predict.

Young people show no tolerance for disrespect

According to our study, 83% of candidates who had a bad recruitment experience talked about it with their close ones.

For 62% of young people who had a negative recruitment experience, their perception of the company worsened. This sentiment is even stronger among business school students (81%).

79% of respondents believe that the recruitment experience reflects how companies treat their employees.

However, over a quarter of Gen Z candidates have been "ghosted" after having at least one interview.

78% of individuals would like to receive personalized feedback from the company in case of rejection.

Thus, it is evident that to maintain a strong employer brand and therefore easily recruit juniors, it is crucial to pay attention to the respect and consideration they expect. The recruitment process must be efficient and respectful, with ongoing communication.

2.2. Recruitment process: the biggest turn-offs for Generation Z talent

The young people surveyed in our study highlighted the top 10 worst practices in your junior recruitment process:

• Using the term "salary based on profile," which implies payment is subjective.
• Arbitrarily prohibiting telework when the job allows it.
• Failing to clearly state the job responsibilities.
• Employing nonsensical jargon like "Sales Hero" or "Development Ninja."
• Prohibiting online interviews, especially at the early stages of recruitment.
• Having a lengthy, disjointed, and sluggish application or recruitment process. Also being slow in following up after interviews.
• Asking if the candidate works well "under pressure" or with "difficult personalities."
• Making a cover letter or introduction video mandatory.
• Deceptively highlighting false perks (like 50% of public transport pass and meal vouchers, which are legal obligations).
• Ghosting the candidate to indicate they are not hired

Efficient recruitment process : best practices of HR stars

Download our checklist to create captivating job listings

• Start with a "get to know us" section that details the company's history, industry, market, size, pitch, and challenges.
• Create a clear job offer, specifying the detailed responsibilities, salary, and benefits.
• Clearly state the required skills (both hard and soft skills) and the level of proficiency. Discuss how skills can be developed.
• Explain the context of the position (is it a new role? a replacement?) and who the person will be collaborating with.
• Provide visibility on the objectives for the first year.
• Detail the recruitment steps and the average time before receiving an offer or a negative response.
• Be responsive to emails, calls, and between interviews, and streamline the process.
• Optimize the career site: smooth navigation, simplified application form, etc.
• Be flexible: offer remote interviews and telework if the position allows it.
• Provide feedback to all candidates, especially those not selected, to leave a positive impression.

With these dos and don’ts in mind, you are equipped to write compelling job offers. Young graduates should no longer resist your well-oiled recruitment process... The key is knowing how to share the offer and find them.

To read on our blog :  Gen Z: The esoteric generation

3. How to effectively source young talent

3.1. In schools and universities through JobTeaser

JobTeaser is the preferred job board of employers and the preferred career service of European schools and universities. Whatever your recruitment needs, we can support you in recruiting and retaining the best young talent.

3.2. Via job fairs (virtual or in real life)

Attracting junior professionals and recent graduates during job fairs presents a prime opportunity for your company to engage with highly qualified candidates.

Here are some invaluable tips to streamline the process and ensure effective recruitment of graduates at these events:

Prepare in advance 

• Clearly identify the candidate profiles you are seeking and prepare corresponding job descriptions.
• Develop detailed job descriptions and pre-selection criteria to assist in swiftly evaluating potential candidates.
• Ensure you bring product brochures and business cards to offer to young talents.

Build an attractive stand

Ensure that your booth is welcoming, professional, and attractive. Utilize banners, posters, and signs. They will showcase your company and increase your chances of attracting and recruiting juniors.

Be proactive

Do not just wait for candidates to come to you. Go to them, initiate conversations, and ask questions to assess their interest and suitability for the available positions. Share information about the company, career opportunities, and the benefits you offer. If you sense interest from the individual, you can provide details about your recruitment process.

Conduct preliminary interviews

When you spot promising candidates at the job fair, extend invitations for on-the-spot preliminary interviews or schedule follow-up meetings to delve into more detailed discussions. Ensure the presence of a conducive environment for these interviews, where candidates can comfortably express themselves. This strategic approach will effectively pave the way for recruiting junior professionals.

Gather information from young talents

Establish a system to gather information from interested individuals, such as their resumes, contact details, and areas of interest. This will enable easier follow-up and allow for the seamless continuation of the recruitment process.

Demonstrate prompt follow-up after the job fair

After the job fair, ensure timely follow-up with individuals you wish to continue the recruitment process with.

• Send them a thank-you email for their interest.
• Propose continuing the recruitment process.
• For instance, schedule a more in-depth interview or suggest an additional assessment, such as a practical case.

By adhering to these guidelines, you should be able to make the most of job fairs for recruiting junior professionals for your company. Best of luck with your recruitment process!

Recruit better, recruit faster with our efficient solutions! 

3.3. Employee referrals: a good idea?

Yes, employee referrals can be a highly effective method for recruiting junior professionals. This recruitment approach involves asking employees to recommend potential candidates for vacant positions within the company. Here are some reasons why employee referral can be beneficial:

• Trustworthy Network: Employees generally have a network of trusted contacts.
• Quality Profiles: Recommended individuals are often better qualified. Employees possess an in-depth understanding of job requirements and can match the skills and experience of recommended individuals.
• Cost and Time Savings: Prospective candidates are often identified more quickly through referrals. They are prequalified by the referring employee, reducing lengthy and costly recruitment steps.
• Team Engagement: Employee referral enhances team engagement by actively involving employees in the recruitment process.
• Cultural Alignment: Recommended individuals often have a better fit with the company's culture. Internals are more likely to recommend individuals who will easily integrate and positively contribute to the work environment.

However, it is crucial to establish clear and fair employee referral processes to avoid preferences and biases. Ensure the establishment of objective selection criteria for all candidates, whether they are referred or not. Maintaining transparency throughout the recruitment process is also essential to prevent disappointment among colleagues.

"I recommended my friend Lola for a position in my company. She ticked all the boxes. HR called her quickly and she went through four interviews in two weeks. Everything was going well, from discussions to reference checks, until Lola heard nothing for three weeks. She followed up, of course, in vain. I contacted HR via Teams, who told me that someone else had been hired. Not only did I feel ashamed for wasting my friend's time, but it also made me hesitant, and I won't be recommending anyone anymore."

Rony, employee in a major Parisian group.

3.4. The Graduate Program, a source of top profiles

The Graduate Program is, in itself, a rather effective talent magnet.

For young talents:

• It's the promise of exploring various professions before making a choice.
• It's the opportunity to be placed directly in positions of responsibility, with a priori trust from the employer.
• It's a definite advantage for a career to test all significant private sector verticals (marketing, finance, sales, operations) before taking a definitive stance. Thus, it lays the groundwork for future leadership roles.
• Pragmatically, these are junior positions in permanent contracts, offering better remuneration than similar positions outside the program.

For companies:

• It's a program codified as "excellent" and exclusively attracts top profiles.
• It's acceptable to be selective in recruitment, conducting numerous interviews, practical cases, and culture fits.
• It's a source of motivation and loyalty from these top profiles.
• It's ultimately a reservoir of future managers and decision-makers.

In the rush of recent graduates towards committed positions, one might think that Graduate Programs would be somewhat overlooked. This is not the case. Regardless of the sector, major companies offering such programs consistently attract a significant number of top applications for each position.

The reason is simple: when aspiring to hold a decision-making position in a large corporation, the Graduate Program is the royal path. Attractive salary, favorable working conditions, managerial prospects, continuous training – everything is combined to pamper the Graduates.

However, companies have realized that they need to align these advantages with a concerted effort towards environmental and social engagement to continue receiving the best applications. Those who do it well, such as Danone, Ben & Jerry’s, or Siemens, to name a few, see their Graduate Programs fill up at lightning speed.

This recruitment modality remains an interesting channel for hiring junior professionals.

3.5. In conclusion: the importance of employer branding

To recruit junior professionals, there's a secret weapon, a masterstroke in effective sourcing. It is... it is... employer branding. The more attractive an employer brand is, the more it acts as a talent magnet.

Increase the visibility of your brand among 800 universities and schools in Europe

Here are two concrete examples to convince you of the benefits of a strong employer brand for recruiting Gen Z:

Back Market: This online marketplace for refurbished tech products has a robust employer brand. The brand has built its reputation among top talents on several pillars:

• A strong environmental commitment at the core of its mission, making working at Back Market meaningful for its employees.
• Full remote for tech teams and three days of remote work for other teams.
• A lighthearted spirit with humor and kindness.
• The endorsement of the parental act.

According to Thibaud Hug de Larauze, co-founder and CEO of Back Market, "placing culture at the heart of recruitment processes is essential for success."

Decathlon: The brand not only has an excellent reputation among consumers, but 81% of its 23,000 employees declare they are "proud" to work there. This impressive figure owes much to the brand's long-term employer branding strategy. The company leverages digital channels to attract sports enthusiasts in a friendly atmosphere.

The brand aligns with the expectations of young talents who would like to join. It understands their desires for immediacy, playful applications, and conviviality.

• During a store opening, Decathlon proposed a "sprint" to apply for a position in 19 seconds on their website. The idea? Create a buzz, easily source young talent, and continue enhancing its employer brand. Thus, HR responded very concretely to the Gen Z's demands for speed and fluidity in their applications.
• The career site also offers advice on how to apply to Decathlon, guiding applicants through motivation letters, interviews, and phone interviews—all the tips gathered in one place: advice for getting hired served on a silver platter. The brand becomes the candidate's good buddy, making them more likely to apply!

Employer branding also plays a role in talent retention. According to a study by the agency Link Humans, 84% of employees could leave their current position if another company had better visibility.

Read: our comprehensive guide to creating an employer brand focused on Gen Z!

4. How to ensure objective and effective interviews? 

Now that you have identified your recruitment needs for junior professionals and sourced interesting profiles, let's move on to the crucial step: the job interview.

Here again, any seasoned HR professional knows that there are many pitfalls and ways to overcome them to fine-tune the recruitment process. Let's explore together the advice JobTeaser can offer in this regard.

4.1. Effectively overcoming cognitive bias

Watch: Our Speak Up episode on cognitive biases with Auguste Dumouilla, a researcher in psychology at JobTeaser (in French).

Stereotypes

Ah, good old stereotypes. We're familiar with those of the grumpy old uncle Jack at family dinners... But be aware that they can insidiously and unexpectedly creep even into the minds of the most tolerant and altruistic among us!

A stereotype is a simplified and general belief attributed to a group of people based on certain characteristics, such as their ethnic origin, gender, age, profession, etc. They are often based on prejudices and generalizations, influencing our perception and judgment of individuals by reducing them to presumed traits common to their group.

In the context of recruitment, stereotypes pose challenges.

• They can lead to discrimination and unfair hiring decisions.
• For example, if a common stereotype associates women more with communication skills than technical skills, there might be a reluctance to consider a woman qualified for a technical position, even if she possesses the required skills.
• Similarly, if a stereotype presumes that an older person is less adaptable to new technologies, it can negatively influence the assessment of an older person, even if they have the necessary technical skills.
• Stereotypes can also limit diversity and inclusion in the workplace.

To mitigate the effects of stereotypes in recruitment, the JobTeaser teams recommend:

• Sensitizing HR professionals and leaders to these unconscious biases. Training on diversity and inclusion can help challenge stereotypes and promote more objective hiring decisions.
• Additionally, using evaluation criteria based on relevant skills and qualifications rather than personal characteristics can help reduce the influence of stereotypes in the recruitment process for junior professionals.

The primacy effect

Another cunning bias, the primacy effect (also known as the first impression effect), refers to the psychological phenomenon in which the first pieces of information we receive about a person or situation disproportionately influence our subsequent perception and evaluation.

The saying «you only get one chance to make a good impression» directly stems from this!

For recruiting junior professionals, the primacy effect can be problematic. When an HR professional meets a candidate for the first time, they form an initial impression based on characteristics such as physical appearance, gestures, paraverbal cues, or responses to questions.

• However, the primacy bias can lead to biased judgments and non-objective hiring decisions. If a person gives a negative first impression, even if qualified for the position, they may be disadvantaged compared to others who made a better impression, even if less qualified.
• Moreover, the primacy effect can also result in over or underestimation of skills. If a candidate impresses during the initial stages of the recruitment process, HR professionals may be more inclined to overlook or downplay their weaknesses throughout the rest of the recruitment process.

To mitigate the effects of the primacy effect in recruitment, the JobTeaser teams recommend:

• Using structured evaluation methods based on specific criteria.
• Establishing clear evaluation criteria and systematically collecting information about candidates throughout the recruitment process.
• Giving equal attention to candidates during the recruitment process and providing them with the opportunity to demonstrate their skills and qualifications fairly.

The halo effect 

The halo effect is a cognitive bias that occurs when our perception of someone in a particular domain is influenced by our overall evaluation of that person.

Have you ever heard someone say that Fanny «succeeds at everything» or that «Mohamed has all the luck»? These are manifestations of the halo effect.

In short, if someone has a positive impression of a person, they are likely to attribute qualities to them in all aspects of their life or work without information to confirm it.

In the context of recruitment, the halo effect is problematic because it can also lead to biased assessments and unfair hiring decisions.

• Let's say a young talent is particularly charismatic. The HR professional may tend to overestimate their skills and abilities in all professional areas.
• This means that relevant information, such as past work experience, technical skills, or specific qualifications for the position, may be overlooked or undervalued due to the halo effect.

As a result, the halo effect can also limit diversity in the workplace.

To mitigate the effects of the halo effect in recruitment, the JobTeaser teams recommend:

• Adopting an approach based on objective and specific criteria to evaluate candidates.
• Collecting objective information.
• Using structured interviews.

All of this will promote more balanced hiring decisions based on the actual skills of the candidates, ensuring the right choices are made when recruiting junior professionals.

The similarity effect

The similarity effect occurs when we have a preference for people who resemble us, whether in terms of ethnic origin, gender, age, education, or other personal traits.

In the context of recruitment, the similarity effect is problematic because it can also lead to discrimination and unfair hiring decisions. It can result in a lack of diversity in the workplace, as recruiters may be inclined to favor candidates who resemble them or are similar to the majority of employees already present in the company.

However, this limits different perspectives, ideas, and experiences, thereby hindering innovation.

To mitigate the similarity effect in recruitment, the JobTeaser teams recommend:

• Raising awareness among recruiters about this cognitive bias.
• Providing training to evaluate candidates objectively, focusing on skills, qualifications, and experiences relevant to the position.

4.2. Junior recruitment : how to effectively conduct structured interviews 

As we've seen, cognitive biases are numerous and can undermine the HR process.

However, there's a magical tool to ensure that the recruitment of junior professionals is objective, efficient, and judicious— the structured interview.

Asking questions on a whim, changing them for each candidate, is akin to comparing the skills of two athletes, one in a 100m sprint and the other in a marathon. It doesn't make sense.

On the contrary, a structured interview:

• Involves thoughtful consideration of the questions an HR professional will ask each person for a given position. Questions can be open-ended or closed, with possible or impossible answers.
• Requires the establishment of an evaluation grid to assess responses fairly: an ideal response, an acceptable response, or a rejection.
• Allows questions to be sent in advance of the interviews.

In a good structured interview:

• It's impossible to guess the right answer and therefore 'cheat.'
• The interview concludes with open-ended questions, giving the person the opportunity to ask their own questions (Are there any points we haven't covered that you would like to discuss?)

This method is virtuous because:

• It evaluates individuals based on equitable criteria.
• It prevents cheating; it's impossible to know what the company expects, making it difficult to invent responses.
• It recruits junior profiles based on the objective criteria of the position.
• It generally eliminates recruitment biases.

However, it's crucial for the recruiter to be diligent in identifying their own biases.

Some "red flag" phrases include:

• "He/she looks good on paper, but I have a gut feeling / a vibe / a 'je ne sais quoi' that bothers me" → If all objective criteria are met, ignore the 'feeling'!
• "Rachid is good, but Fiona is more friendly" → The issue is not about camaraderie between the HR professional and the candidate.
• "Sarah and I were in the same student association at ESSCA" → Caught in the act of similarity bias.

With a bit of luck, other vigilant colleagues aware of the discussed biases (halo effect, similarity bias, primacy effect, and stereotypes) will be able to uncover them if the responsible person doesn't take enough distance at a given moment.

4.3 How to optimize interviews for Gen Z?

In her book "Sois jeune et tais-toi" (Be young and be silent), journalist Salomé Saqué chronicles the stereotypes faced by Gen Z. 

On the back cover, it reads:

« Young people are said to be 'lazy,' 'ignorant,' or even 'selfish and individualistic.' I've heard these accusations a thousand times: at family dinners, casually from a shopkeeper, or passionately expressed by fired-up editorialists on television. Not only are these negative judgments unfounded, but they are also deleterious for society. Amid unemployment, economic challenges, the pandemic, and ecological urgency, young people must navigate unprecedented parameters. Moreover, the flaws attributed to them are often symptoms of a profound misunderstanding—or disinterest?—in their concerns and practices. In reality, whether in business, politics, or the media, young people rarely have a say. That's why I wanted to give them a voice in this investigation to narrate the difficulties they face and show the solutions they propose to remain hopeful about the future. One thing is certain: young people do not fit the stereotypes that cling to them.»

Salomé Saqué, "Sois jeune et tais-toi," published by Payot, 2023.

Reading this essay highlights how society unfairly blames Gen Z for various issues. This is not a new phenomenon, as ancient texts inform us that even the Greeks had grievances against the young.

With that said, the journalist demonstrates in 320 well-documented pages that these stereotypes, besides being unfounded, harm the employment, self-confidence, and health of Gen Z.

It is crucial to emphasize that junior recruitment, along with senior recruitment (seniors are also victims of many stereotypes), is the most at risk in terms of recruitment biases.

To ensure that your HR department conducts objective junior recruitments, JobTeaser's teams recommend:

• Adopting clear evaluation criteria: Ensure recruiters focus on these criteria during interviews rather than generational prejudices or stereotypes.
• Using structured interviews: Implement structured interviews based on predefined questions for everyone.
• Prioritizing the evaluation of skills and concrete achievements rather than professional experience. Portfolios, oral examples, and technical tests are your allies.
• Favoring a diversity of assessors, with different educational backgrounds, nationalities, and social backgrounds if the HR team does not consist of a single person.
• Leveraging technology: Gen Z is familiar with digital tools. Exploit this through online tests and assessments based on simulations to obtain an objective measure of candidates' skills.

5. How to conclude a contract with a GenZ candidate

Congratulations, you've found the gem you want to hire – the young individual who will bring the missing skills to your team. However, securing their acceptance of the job offer is the next crucial step. 

Talents are often involved in multiple recruitment processes simultaneously, and the best candidates are typically snapped up swiftly, especially in high-demand or technical roles. Fear not, as the JobTeaser team provides valuable advice on how to efficiently recruit junior professionals.

5.1. Salary negotiation: What leverage do HR Professionals have with Gen Z?

Our career study on the expectations of young individuals in 2023 revealed that salary remains a pivotal factor. During times of economic uncertainty and inflation, Gen Z pays particular attention to offers that meet or exceed market rates.

So, how can HR professionals persuade the youth to accept one offer over another?

Several elements can be part of the negotiation process, such as:

• Gen Z's expectations regarding non-financial benefits: They may value benefits other than financial compensation, such as professional development, learning opportunities, work-life balance, etc. Tailor your approach and propose incentives that align with their needs.
• Transparent communication: Clearly explain the company's salary policies and the reasons supporting the initial compensation offer. This helps build trust, and candidates will better understand the boundaries and negotiation possibilities.
• Active listening: Listen to the concerns and expectations of the candidate. Give importance to their viewpoints and take the time to understand what matters to them in terms of compensation and benefits.
• Opportunities to contribute to interesting projects: Gen Z aspires to be a driving force in their workplace. Allow them the space to actively contribute, propose ideas, and play a significant role in projects.
• Promise of rapid advancement: As highlighted in the 2023 Career Guidance Summit, there is a trend of increased aspirations to change positions quickly. By showcasing dynamic career paths within your company, you will likely convince young individuals to join.Plusieurs éléments peuvent entrer dans la négociation, comme : 

Additionally, be prepared to be flexible, where possible. This demonstrates your interest in the young graduate and helps reach a satisfactory agreement.

If negotiations hit a snag, consider:

• Exploring alternative solutions: For instance, a performance-based salary increase, performance-related bonuses, or short-term salary reviews.
• Offering company result participation: This could take the form of stocks or stock options (BSPCE).
• Exploring the graduate program option: As previously outlined, the advantages are numerous.

Remember, adapting your negotiation approach to the individual candidate will contribute to a more successful recruitment outcome.

5.2. Recruiting juniors: What non-monetary benefits matter most to Gen Z?

As Gen Z experts, JobTeaser has conducted annual qualitative interviews and quantitative studies with hundreds of students and recent graduates for 15 years. From these insights, certain non-monetary benefits stand out as more favored than others. Let's delve into the details.

Top 1: Quality of Work Life (QWL)

For Gen Z, the mantra is working smarter, not harder.

To successfully recruit juniors, it's essential to demonstrate that the pace of work is manageable, working hours are reasonable, schedules are flexible, and everyone in the teams respects vacation times.

💡 You might wonder, is this really a non-monetary benefit? Good question.

Let's put work into context:

• Being "overwhelmed" or "drowning in work" is in many countries touted as a badge of pride or proof of professional value.
• Presenteeism is strong in some companies, with leaving work at 6 pm considered "taking the afternoon off."
• Working on weekends or during vacations is perceived in certain contexts as a sign of commitment.

In this context, Quality of Work Life (QWL) becomes a luxury.

Certainly, many employers actively commit to avoiding these pitfalls. Some companies even implement a 4-day workweek. However, these remain exceptions.

Therefore, an employer who actively strives to maintain good QWL in the company offers a significant non-monetary benefit. This proactive commitment to a quality work life primarily involves:

QWL and Workload:

• Exemplary behavior from managers and leaders regarding acceptable working hours.
• Co-definition of achievable goals for everyone.
• Systematic replacement of departing employees to avoid overburdening the remaining teams.

QWL and Flexibility in Working Conditions:

• The possibility to adjust working hours, especially for those with children or time-consuming hobbies (sports, arts), without discrimination based on gender, age, or hierarchical level.
• The opportunity, if the job nature allows, to telecommute (under good conditions).
• Experimentation with a 4-day workweek (without reducing to 4 days, of course!).

QWL, Physical Well-being, and Mental Health:

• Utilizing a solution to take care of the mental health of teams.
• 100% coverage of a comprehensive health insurance plan, including mental health consultations, alternative medicines, cataract surgery, genital surgery, etc.
• Full coverage of sports classes.
• Establishment of fair and equal maternity and paternity leave, with an obligation, especially for fathers, to take this leave. We mention "second parent" because, most often, it does not exist for same-gender couples—an injustice that affects their QWL.
• Automatic access, without needing to inform HR (employee representatives should suffice to ensure the confidentiality of these situations), to menstrual leave, miscarriage leave, assisted reproductive technology (ART) leave, or leave for genital surgery (for transgender individuals).
• Easy and unlimited access to a workplace psychologist.
• Installation of a nap room.
• Establishment of a breastfeeding room.
• As a marginal benefit when the above points are covered, coverage of massages at or outside the office.

QWL and Mobility:

• Implementation of a bicycle garage.
• Partial reimbursement of a "responsible mobility" package for individuals using low-carbon transportation.
• Partial subsidy for an electric, cargo, or tandem bicycle.QVT et charge de travail 

Top 2: Autonomy and flexibility — the perfect combo

Autonomy is crucial for Gen Z as they want control over their work and decisions. Flexibility is paramount as it values the balance between professional and personal life.

How to promote autonomy in the workplace to recruit juniors?

• Define clear and measurable objectives for each individual.
• Encourage initiative and innovation by allowing employees to propose ideas and solutions.
• Provide the necessary resources for employees to perform their tasks independently.
• Promote individual decision-making by delegating responsibilities and granting appropriate levels of authority.
• Offer professional development and training opportunities to enhance skills.
• Implement regular feedback processes and benevolent feedback sessions for individuals to assess their own performance and identify areas for improvement.
• Encourage collaboration and the exchange of ideas among team members.
• Allow individuals the freedom to organize their schedules and work flexibly, if possible.
• Recognize and reward individual achievements to boost confidence and motivation.
• Establish a culture of autonomy by valuing self-responsibility and encouraging mutual trust between management and operational teams.

Exploring flexibility at work to recruit and retain juniors:

• Telecommuting, as previously mentioned.
• Location flexibility or remote work: allowing everyone to work from wherever they want.
• Responsible Commuting Time (RCT), created by Ubiq, enabling vacations or business trips with low-carbon transportation like trains.
• The opportunity to engage in causes during working hours.
• The opportunity to undergo training during working hours, including sometimes on topics unrelated directly to the occupied position.
• Paid free time program, where employees can indulge in extracurricular activities of their choice for a few hours per month while receiving their usual remuneration.
• Acceptance of an employee taking a sabbatical leave and providing them with the same opportunities upon their return.
• Job Sharing: where two employees share one or more positions to introduce novelty into their daily routine.
• Skills sharing: encouraging employees to exchange their skills and knowledge by allowing them to work on interdepartmental projects or mutually train each other in specific areas.Quelques pistes de flexibilité au travail à explorer pour recruter des juniors et les fidéliser

Top 3: Tailored continuous training

Gen Z has a strong need for continuous training. Here are some ideas to establish a learning organization and thus recruit and retain juniors:

• Implement a mentorship program where more experienced employees share their expertise.
• Organize training sessions led by internal experts.
• Provide access to online training platforms offering a variety of courses and resources, allowing employees to learn at their own pace.
• Encourage talents to participate in external training and conference opportunities to develop their skills and stay up-to-date in their field.
• Case studies and practical projects for employees to apply theoretical knowledge in real-life situations.
• Offer optional training as a reward for achieving goal milestones.
• Establish intrapreneurship programs where individuals acquire new skills as a team.
• Promote horizontal mobility for those who request it.

6. Providing constructive feedback to new hires and rejected candidates

The JobTeaser team might not tell you anything new by stating that Gen Z can be a bit sensitive.

We conducted a study on the expectations of young individuals regarding recruitment in 2023, jointly with Maki People, surveying 1000 individuals aged 18 to 25.

From this analysis, it emerged that:

• 83% of candidates who had a negative experience during a recruitment process shared it with their circles.
• For 62% of young candidates who had a negative experience in a recruitment process, their perception of the company worsened. This sentiment was even stronger among business school students (81%).
• 79% of candidates believe that the recruitment experience reflects how companies treat their employees.
• Over a quarter of Gen Z candidates have experienced being "ghosted" after at least one interview.
• 78% of candidates would like to receive personalized feedback from the company in case of rejection.

These figures are clear: not only are young individuals highly sensitive if they don't receive a response, but they also expect a clear and prompt response with recruiters taking the time to provide constructive feedback on interviews and profiles.

Thus, picking up the phone to provide feedback to a candidate only has advantages:

• If the person is hired, constructive (generally positive) feedback will further motivate the person to join the company and strengthen the bond between HR, the manager, and the talent.
• If the person is not hired, they can improve their interview skills, have a positive experience of the recruitment process, and speak well of the company. This will boost the employer brand through the exemplarity of HR, who "take the time to call even those who were rejected." This is rare enough to appear extraordinary to candidates!

So, how do you provide constructive feedback during the recruitment process?

6.1 Giving constructive feedback to a new hire

A good onboarding begins with a good candidate experience! 

Here are five impactful messages you can convey to any new hire upon accepting a position

• Why their profile is crucial to the team 

Example: Sonia, thank you for accepting this role. The entire team is excited because your backend development skills will enhance the quality of our data processing. This hire holds particular strategic importance for us.

• Highlighting their impressive soft skill noticed during interviews

Example: Throughout the interviews, we noticed your exceptional listening skills. You were also highly concise and organized, aligning perfectly with the demands of the position.

• The skill you will assist them in developing

Example : By trusting us with your admission of occasional spelling imperfections, you've shown courage. Given the importance of this for the role, we've decided to provide you with the Antidote application and offer training through the Voltaire project.

• Something the person should be mindful of

Example : You mentioned your tendency to work extensively, even to the point of exhaustion. In our workplace, maintaining a high quality of work life is crucial—it's a marathon, not a sprint. We expect you to take responsibility for nurturing your mental and physical well-being, manage stress levels, and alert your manager early in case of any issues.

• Why you believe the cultural fit will be strong

Example : Having worked in a similar environment, the unanimous feedback from your managers and colleagues on your adaptability and teamwork skills has us genuinely enthusiastic about working with you.

Always conclude with a positive note, further motivating the individual to join your team. Success achieved!

 Elevate your teams with top-tier talent through our cutting-edge recruitment solutions.

6.2 Handling rejections without harming your employer brand

90% of young talents prefer being informed of a negative response rather than being ignored. Here's how to convey this delicate message:

Above all, adopt a humane and empathetic approach:

• Be prompt: Inform the person of your decision as soon as possible.
• The more interviews the person has had, the less accepting they will be of an automated and written response. So, opt for a phone call over a simple email!
• Demonstrate respect and empathy: Express gratitude for their time and emphasize the positive aspects of their journey. If the decision was challenging, communicate that.
• Clearly explain why the person wasn't chosen. Were there missing skills? A behavioral issue? Stay objective and avoid clichés.
• Offer concrete improvement suggestions and constructive feedback.
• Encourage future applications: Mention that you encourage the candidate to apply for future opportunities within your company if it's appropriate.
• Remain open to discussion: Provide the candidate with the opportunity to ask questions or seek clarification.

By adopting a respectful and empathetic approach when communicating rejection, you will preserve your company's employer brand. You'll leave a positive impression on candidates, even if they weren't selected for the position. 

Also read our advice on closing the loop and the power of a thoughtful post-application follow-up on our blog. 

Note: Even if you don't select the candidate, keep their profile on record. You might call on the candidate for other positions in the future or need to reach out if the initial selection doesn't work out.

In conclusion, recruiting juniors may involve technicalities, but it's not impossible. 

While members of Gen Z might be more discerning than other generations when it comes to being recruited, this guide aims to enlighten you on the best practices. You now have the essential codes to attract the best talents.

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JobTeaser is the preferred job board for employers and the favored career service for European schools and universities. Whatever your recruitment needs, we can assist you in recruiting and retaining the best young talents.