A lot of companies find it hard to attract young talents. Youngster are ultra-connected as they were born with digital technology. They represent profiles with high added value in the ever digitising world.


These talents are often difficult to attract because they want to work differently and have different professional expectations from their elders. It’s a challenge for companies that are embarking on a race to recruit these young talents. They look beyond remunerations and focus more intangible benefits.


So what are they looking for?

While their parents changed companies twice at most in their careers, young talents do not have the same ambitions. According to a study on Millennials and recruitment conducted by Corner Job, 47% of young people tend to leave their companies after 3 to 5 years, 30% after one year and 23% after only 6 months. They do not want to stay in a company if they are not motivated and if the company does not meet their expectations. Companies have understood that they must offer values and a strong spirit of collaboration. They also place emphasis on the culture of the company, work environment, flexibility and freedom.


The balance

They are also very sensitive to the balance between professional and personal life. For them, this represents a source of well-being. In order to be able to achieve this balance, they want flexible working hours. So they will turn more to companies that can offer a more flexible working environment.

A flexible work environment also requires a flexible workplace. Young talent want the opportunity to work where they want without having to go to the office every day. They are looking for flexible companies that implement new ways of working such as home-office, flex-office or coworking. Companies must adapt by allowing young talent to choose where they work.


Case Study (Google)

At Google, the increase in the power of collaborative work has forced organizations to review their management as well. They have moved from a vertical organization to a more horizontal one, for example, employees are entitled to Pareto’s law. 80% of their time must be allocated to main activities and the 20% must be used to build collaborative business projects. It is from these 20% that Google’s main successes were born: Chrome and Maps.

Each company, at their level, can develop this kind of practice that encourages collaboration and innovation. In addition, this opportunity to work on entrepreneurial projects is particularly appealing to young talent. This is a good way to attract them to your organization.

Young talents are very attentive to the living conditions and the culture and values of the company. They will more naturally move towards a company that shares the same values as them.

Once recruitment is completed, companies must also work on building loyalty and this requires an integration process. Integrating an employee means ensuring that he or she finds his or her place in the environment. If he does not find his place, he will of course tend to want to leave the company. Building employee loyalty means developing their motivation and commitment to the company.