Younger employees are a valued part of most workforces with clients often looking to them to offer fresh perspectives to pre-existing working practices on account of their recently obtained qualifications. Clients who are experiencing difficulties attracting and retaining younger employees may wish to consider the following alterations.
As the structure of the National Minimum Wage (NMW) requirements enables staff to be paid different hourly rates depending on their age, clients who structure their payroll in this manner could be inadvertently discouraging younger individuals from applying for available roles. Instead, organisations could consider paying all staff the suggested Real Living Wage of £8.75 per hour to increase pay equality.
In order to attract younger staff, it is important that your client advertises jobs in the appropriate manner. Multiple platforms should be used when placing job adverts to give them a greater chance of being viewed by a wide range of applicants. Additionally, clients are advised to pay particular focus to online platforms such as LinkedIn or use recruitment agencies that specialise in graduate positions.
Younger individuals will often be drawn to organisations that make concerted efforts to invest in staff and help provide them with the skills needed to succeed. Therefore, your client should consider introducing a specially tailored graduate scheme or training programme aimed at helping younger individuals progress in their organisation. It is common for younger workers to perhaps lack the employment experience of their older counterparts, as such providing them with a designated workplace ‘buddy’ during their first few months will help them settle into their role and increase retention rates.
It would appear that flexible working practices are favoured by younger employees given their significant representation in gig-economy industries such as retail and hospitality. Although this may not be appropriate in all working environments, your client could consider offering flexible working hours and part-time employment opportunities as a way of attracting younger employees who may wish to work reduced hours as a way of supporting themselves whilst working towards university qualifications.
It is vital that decisions surrounding promotions and bonuses are based on a combination of merit and ability as opposed to age. Clients who make the mistake of favouring older employees for roles and responsibilities purely because of their age will likely see younger employees become disheartened and seek alternative employment. As a result, clients should ensure their organisation remains a meritocracy and that performance is rewarded appropriately regardless of age.
By following these steps clients will make their workplace a more attractive environment for all employees but specifically those of a younger age. This will help set them apart from their competitors in what is an increasingly competitive UK job market.
