Recruiting and retaining the new generation of talent

Recruitment continues to be one of the biggest challenges facing the professional sector. Despite changes within the economic forecast and recession looming, we remain in a highly competitive national and international recruitment market where demand for new recruits is high, employees can write their own job specifications and salaries are higher than we would expect to pay. Older and more experienced employees have chosen to retire early following the pandemic and this has fuelled a skills deficit which continues to stoke inflation. Recruitment is a constant challenge for the professional service sector as we struggle to both attract and retain talent.

Yet recruitment is a vital building block for a firm to be successful. Recruitment practice can affect profitability, sustainability and team morale. But recruitment is not a practice which should stay static, it is instead a practice which needs to innovate to attract the latest generation of talent, and this is never as important as now. Adopting outstanding recruitment practices which relate to the new generation of talent will not only future proof our business but will lead to happy, motivated and productive employees.

Research estimates that Generation Z will account for 27% of the workforce in the UK by 2025. Generation Z comprise those born between the mid to late 1990s and the early 2010s. They are a generation who want something different from a traditional working environment. They are a generation who embrace purpose, inclusivity, flexibility, empathy and sustainability. If you wish to attract this generation, it means a change in how you think as a firm and behave, and your recruitment practice must start with promoting your purpose.

Generation Z are driven by purpose. The planet, the environment, their well-being and their lives matter to them. In a world littered with social and digital media messages, Generation Z want to feel a connection to brands that enrich their lives. They are a generation who think that it is important to care – about the world and people within it. They want to work for an employer of choice and one who demonstrates both purpose and authenticity in all that they do.

For your business, this means identifying what you care about in the world. Generating income and celebrating successes is not enough for Generation Z; it will turn off the new generation. Thinking about what you, as a firm, truly care about and explaining how you make a difference to the lives of people with whom you work will have much greater impact. In having a clear purpose and using your story to differentiate yourselves in the recruitment market this will help you to appeal to the new generation as you tell your unique story to the world.

Caring about people, the planet and the environment is key to attracting and retaining this generation of recruits and this needs to reflect through your workplace culture. Wellbeing matters to Generation Z. Firms who give individual and personalised support by not only caring about employees and their wellbeing but in taking an active interest in how they think and feel will be in far greater demand with new recruits.

This is a generation who want to use their voice to drive meaningful change in the world. They want to have a say in how their work and your business moves forward. They believe strongly in the right to a democratic voice and they want their ideas to feel valued. They are keen to understand their place in the culture of the workplace.

Generation Z want to work for firms who will offer them learning and development opportunities that will quench their thirst for knowledge. Training opportunities must go beyond that of traditional technical and regulatory training. This is a generation who are ambitious, want to learn and want a fast-track career. Transferable skills including team working, leadership and management are important as this is a generation who want to move jobs every two to three years or progress quickly with you. Too often when I say this I hear, 'so that means that we need to work them harder when they are with us'. This sentiment will not work with this generation who believe strongly in the value of work-life balance. Instead expect retention to be as important if not more so than recruitment; ask the new generation what skills they want to learn to bring you the productivity and motivation that you need within the workplace. Be prepared to grow your own and promote from within the firm to give them the fast-track career that they desire. To avoid deficits within your recruitment practice, train others to be efficient and agile in covering other roles when and if required. This may mean taking a different approach to one that you are used to, but it is one that will generate better outcomes.

Finally, consider how flexible you are in your approach to recruitment. A gig economy is not just a passing phase. Increasingly, Generation Z are seeing that there are opportunities to balance work-life on their own terms whether through hybrid working, a shift in a changing work pattern or through offering part-time roles. A flexible approach to recruitment will attract talent from a wider range of people but will also create a far happier workforce though providing work-life balance when people need it most in their lives.

^{*The views expressed are the author’s and not ICAEW’s.}

^{About the author:}

^{Accredited as a Chartered Marketer and with substantial experience in leadership, Michelle Howard is a skilled consultant experienced in engaging and advising law firms across the UK covering all aspects of leadership, management and marketing. Embracing a strong desire to create and maintain a positive, dynamic and flexible business culture, she helps to develop sustainable, profitable growth in a professional and enjoyable environment. With a career which began in marketing within Legal 500 Law Firms, Michelle has a depth of knowledge and understanding specific to the culture, custom and practice within UK law firms and is a contributor to “Managing for Success”, the magazine of the Law Management Section.}

^{Combined with more than twenty-five years extensive cross-sector experience within senior leadership roles, most recently at Executive Director level and with substantial experience of training others, Michelle combines her expertise with an engaging personality. She supports partners to achieve and exceed agreed business aims and objectives. Michelle brings fresh ideas, finding better ways to develop value for employers, employees and partners alike. A key strength is a personal drive and an enthusiasm to shed light on the journey. Testimonials frequently refer to Michelle having inspired people ‘to achieve more than they thought possible’.}

^{Michelle also has a university associate position delivering professional leadership programmes. She has led and developed award-winning multi-partner projects recognised nationally for generating significant innovation and positive outcomes. Michelle has gained experience across Legal 500 law firms, private sector, leadership consultancies, an innovation centre and public sector organisations.}

^{To find out more, please visit www.michellehoward.co.uk.}