Gen Y…
Recruiter/Employer
Career and Life expectations of Gen Y and a recruiter/employer
looking forward in a potential employee
Introduction
1. This paper studies the preoccupations of young graduates from Generation Y
transitioning from education to employment. Attracting talent is a permanent difficulty
for organizations and, considering the demographic trends in economies is likely to
become even greater in the coming years. Previous researches have shown that a
quality workforce gives a competitive advantage to organizations and is an important
source of organizational and financial success for firms. We demonstrate that, even
if on the whole they prefer job security and a relaxed work atmosphere, their life
expectations are heterogeneous. The results also show that the Internet is far from
being the first medium used by these young ‘digital natives’ graduates for the job
search. This research lead to discuss the relevance of the concepts of Generation Y
and generational segmentation and provide important information to assist
jobseekers and career counsellors in improving the speed and quality of
employment, and to help recruiters to improve recruitment.
2. Particularly salient in the competition for talent is the ability to attract qualified
individuals –Bachelors as well as Masters graduates. Moreover, firms must attract
new recruits from among a relatively small generation, the Generation Y. In its
broadest definition, the nickname refers to people born between 1977 and 1994. In
recent years, academic research and managerial literature have examined the
concept of generation, with a particular focus on Generation Y.
3. Today the question for firms is how to attract employees belonging to
Generation Y. This generation is depicted as having differing values, attitudes,
behaviours or expectations than previous generations and stereotypes are
associated with Generation Y. Faced with Generation Y applicants, and firms are
wondering whether they should adapt their recruitment strategy. While this question
is a preoccupation for managers, so far few researches have been conducted in
1
Gen Y…
Recruiter/Employerorder to provide theoretical or managerial knowledge on this topic. The job search
literature establishes that if companies want to attract young graduates, they need to
develop a better understanding of their expectations and to know what job and
organizational characteristics influence them during their job searches. The
underlying hypothesis of the concept is that the desirability of a firm depends on the
potential applicant’s perception of the attributes associated with it.
Aim
4. To study the various aspects of Gen Y with a view to analyse their life
expectations as well as Recruiter/Employer point of view of looking forward in a
potential employee.
Sequence
5. The sequence of this paper will be as follows:-
Part 1 - Lt Col Abdul Salam
a. Concept of Gen Y
b. The Theoretical Framework
(1) Job Search and Employer Brand
(2) Generation Y and Generational Segmentation
(3) Generation Y and Employer Brands Benefits
(4) Generation Y, Job Search and Digital Media
c. Analysis
(1) The Most appropriate Job Expectations of Gen Y
(2) Qualities Employers Want the Most Out of Their Employees
Part 2 – Miss Iqra Javed
a. Sample of Career in HR
Part 3 - Lt Col Azhar Hussain & Mr Usman Nawaz
a. Sample of Career in Marketing
2
Gen Y…
Recruiter/Employer
Part 4 - Mr Umer cheema & Mr Shehryar
a. Sample of Career as Financial manager
Part 5 - Miss Kiran Zeeshan
a. Recommendations
b. Conclusion
Part 1Concept of Gen Y
6. Generation Y is a group that has grown up with the digital media. Several
terms are used to differentiate generations born after 1983 from older generations
because of their assumed exposure, experience, and/or emersion with digital
technology: ‘Digital Natives’, ‘Net Generation’, ‘Millennial Generation’. Differences
include preferring more active to passive learning, having distinct information search
patterns, and a lower tolerance for delays. For their recruitment, firms are developing
their communication on the digital medias while questioning whether this strategy is
the most relevant to attract young graduates.
The Theoretical Framework
7. Job Search and Employer Brand. Job search is a dynamic decision-
making process where job and organizational attributes affect final choice. These
attributes are dominant because they have a direct positive effect on applicants
‘attraction to the firm and influence the decision to accept or reject a job offer. Many
researchers have attempted to identify job attributes and applicants’ job preferences.
The employer brand can be defined as the sum of benefits associated with a job and
an employer.
8. Generation Y and Generational Segmentation. Four approaches to the
notion of generation can be distinguished:-
a. The demographic sense
b. The genealogical and family sense
3
Gen Y…
Recruiter/Employerc. The historical sense
d. The socio-cognitive or sociological sense i.e. a “generational group”.
9. Research on Generation Y is related to the fourth perspective. The majority of
studies have compared four generations in terms of birth years but there is little
agreement on the composition of each. The most current definitions of generational
groups are:-
a. Veterans (or ‘Silent Generation’, ‘Matures’, ‘Traditionalists’) born
between 1925 and1942.
b. Baby boomers born between 1943 and 1960.
c. Generation X (or ‘Thirteenth’, ‘Baby Busters’, ‘Lost Generation’) born
between 1961 and1981.
d. Generation Y (or ‘Millennial’, ‘Nexters’, ‘Echo Boomers’) born after
1982.
10. To reinforce their capacity to recruit young graduates, some firms have
already decided to use the concept of the employer brand, that is, the benefits
associated with job or an employer and their promotion inside and outside the firm
The underlying hypothesis of the concept is that the desirability of a firm depends on
the potential applicant’s perception of the attributes associated with it. Today
research in recruitment implies knowledge of young graduates belonging to
Generation Y. Three research questions are explored:-
a. What are their expectations of a future employer: which employer
brand attributes guide young graduates from Generation Y in their job
choice decisions?
b. Are these expectations homogeneous within Generation Y?
c. Do young graduates from Generation Y prefer the use of Internet tools
rather than non-Internet tools in their search for employment?
11. Generation Y and Employer Brands Benefits. Since empirical research
has been conducted on job seekers’ preferred job attributes. On this topic, the most
recent studies have investigated the Generation Y. Studies reveal that Generation Y
prefers a positive work environment and stimulating work that offers
opportunities for advancement and long-term career progression. Generation Y
4
Gen Y…
Recruiter/Employeris attracted to organizations that invested in training and development and allowed
variety in their daily work. They also have a strong need for independence and
autonomy. Used to taking part in family decisions, they are ready to provide input in
the workplace, thus encouraging a collective management style and a supportive
culture and are attentive to work-life balance, particularly young graduates preparing
to enter the job market, and to personal enjoyment. The literature is less consistent
when it comes to Generation Y’s salary expectations. Some researchers suggest
that they consider salary less important than other attributes, such as a fulfilling
private life, while others suggest that it is a major concern show a preference for
intellectual challenge before geographic area and financial package. Compared to
Baby Boomers and Generation X, Generation Y is presented as more motivated by
progression and by being in an affiliated workplace but less motivated by power.
12. Generation Y, Job Search and Digital Media. Members of Generation Y
have grown up in a world dominated by media and are presented as enthusiastic
users. The term ‘digital natives’ is used to refer to a generational group supposed to
be different compared to older generations because of their assumed exposure,
experience, and/or emersion with digital technology. Generation Y is described as
being predisposed to new technologies, using several media simultaneously and
being constantly on line. Generations born after 1983 are said to prefer more active
to passive learning, having distinct information search patterns, and a lower
tolerance for delays. Concerning recruitment, it appears that the Internet has
become one of the most popular sources of information among job seekers.
Moreover, students and recent graduates view the digital media as a key means of
gathering information on potential employers, while word-of-mouth is more important
for experienced employees, i.e. those belonging to previous generations. Familiarity
with the Internet should lead individuals from Generation Y to favour this medium in
their search for employment, notably when they first enter the job market.
Recruitment communication is used to attract the right profiles from within a pool of
applicants. To attract the best employees, a firm can use recruitment advertising in
order to promote its employer brand and to be considered an “employer of choice”.
The above literature review shows that there exist only a few studies dealing with the
5
Gen Y…
Recruiter/EmployerGeneration Y expectations vis-a-vis a future employer, and that their results are
not consistent.
13. This study provides some initial knowledge that can be compared to
stereotypes of Generation Y. Thus, we can observe certain expectations globally
assigned to Generation Y, notably the search for a positive work environment,
career progression and work-life balance. Our research indicates that the most
important job attribute for new graduates seeking work is the type of contract
offered. Graduates want to obtain a permanent position that guarantees job
security. Thus, our study confirms the importance of attributes like job security,
financial benefits, and advancement possibilities. Furthermore, new graduates attach
great importance to workplace atmosphere. However, they are more responsive to
the distance of their workplace and less to get a stimulating work or a high salary.
These results show that new graduates are ready, as a trade-off, to accept a less
interesting job in order to obtain a permanent job or work in a relaxed atmosphere.
These results therefore lead to a critical analysis of the concept of generation. The
concept of generation seems to be a global one, oversimplified compared to the
great diversity and increased complexity of the job market. More specifically, young
graduates who are looking for a job, while they may belong to Generation Y, are a
more heterogeneous group than the one portrayed in managerial literature. The
concept, while interesting in certain contexts, can hardly help managers understand
the complexity of the applicants concerned by recruitment.
Analysis
14. The Most appropriate Job Expectations of Gen Y. What do people look for
in a job? What do they expect or require from it? The following list is representative
and is given in the order people have ranked them over the years:-
6
Gen Y…
Recruiter/Employera. Type of work. The kind of work should be that makes the best
use of one's abilities and gives one a feeling of accomplishment.
b. Security. The kind of job should be such that provides a steady
employment.
c. Company. Working for a company that has a good reputation, that
one can be proud of working for.
d. Advancement. One should be able to progress in one's job or
career and having the chance to advance in the company.
e. Co-workers. The co-workers should be the one who are
competent and congenial.
f. Pay. Being paid at least enough to meet one's needs, and being paid
fairly in comparison to others.
g. Supervision. There should be an immediate supervisor who is
competent, considerate, and fair.
h. Hours. Having working hours that allow one enough time with
family and/or time to pursue other strong interests and live one's
preferred lifestyle.
i. Benefits. The benefits that meet one's needs and compare well
with those of others.
j. Working Conditions. The physical working conditions that is safe,
not injurious to health, not stressful, and even comfortable.
15. Qualities Employers Want the Most Out of Their Employees. While
every employer needs a unique set of qualifications and experiences for a given
position, they also expect a general set of personal characteristics that are often
times considered even more important than your professional and educational
background. While there are many positive qualities that come together to make a
valuable employee, some are in more demand than others.
a. Intelligence. This factor is so important because most of the
productivity and potential contributions an employee with make to an
7
Gen Y…
Recruiter/Employerorganization over his or her career are governed by level of
intelligence. Intelligence is a blanket term encompassing such skills as
planning, organization, problem solving, and priority setting
abilities. Other factors generally referred as part of an individual’s
intelligence are psychological flexibility and the ability to adapt to
changing circumstances, common sense, level of curiosity, and
drive to ask useful questions.
b. Leadership Ability. It is another highly sought-after
characteristic involving willingness to take charge of, and manage, a
group of individuals with diverse personalities, abilities, and skill sets,
and to accept responsibility for the actions of a greater whole without
making excuses. A related quality that employers look for is
integrity. An individual’s level of integrity describes his or her honesty
and loyalty to those working with or around that individual and to the
employer.
c. Employers Want Likable People. Teamwork is a foundational
construct for any organization and vital for business success. Working
well with others, persuasiveness, charm, sense of humor, and empathy
all contribute to how likable you are. In order to become a desirable
candidate, an employer must see that you can work well with others.
d. Competence. It is a must in any job. Employers want employees
who can simply get the job done; no excuses, no hassles, no
procrastinations. Competence utilizes one’s ability to set priorities and
concentrate only on relevant tasks while he or she focuses single-
mindedly one a job until its completion.
e. Miscellaneous. More intellectual traits such as bravery,
determination, self-motivation, inner strength, perseverance, and
boldness are also qualities employers want in their workers.
8
Gen Y…
Recruiter/EmployerUncertainty and the potential for failure are regular occurrences in life,
both professional and personal. However, the willingness to take
calculated risks and accept challenges in the face of this reality means
you can be relied upon to stick your neck out and go the extra mile for
your company under risky circumstances. And even when things don’t
go as planned, you remain persistent, consistent, and calm under
pressure.
f. Analysis of Marketing Position. The value and satisfaction reflects
the perceived tangible and intangible benefits and costs to customers
and it can be seen as primarily a combination of quality, service and
price. Value increases with quality and services and decreases with
price. Value is a central marketing concept and satisfaction reflects a
person’s comparative judgments resulting from a product perceived
performance in relation to his or her expectations. The communications
skills used in combination with effective marketing channels/tools
provides an edge to firm in the entire industry at national as well as at
international level. The effectiveness of marketing department while
utilizing all available resources and tools can bring quite vivid
change/betterment that an organization can think of and it will
ultimately play pivotal role to bring progress and profit maximization in
an organization.
Part 2Sample of Career in HR
16. Many people are eager to start a career in Human Resources, as it is a fast-
growing career field with many lucrative opportunities. Career analysts expect the
number of Human Resources jobs to increase in the future and the median annual
income for careers in Human Resources is above the national average. For these
reasons and more, you are probably wondering how to start a career in Human
Resources of your own. You will find some useful information below that will guide
you through the process:-
9
Gen Y…
Recruiter/Employer
a. How to Break Into a Career in Human Resources?
Answer. It's easier to break into a career in Human Resources if
you plan your life, your education, and your work experience around
qualifying for careers in Human Resources. The income and
opportunity prospects, according to the Occupational Outlook
Handbook, are favourable for the next decade or two. Human
Resources are a professional career that demands integrity,
confidentiality, and a high level of interpersonal interaction capability
from its practitioners. Increasingly, for a successful career in Human
Resources, you will also need business management, finance, and
accounting education. You must be prepared to develop a deep
understanding of the business your employer is engaged in to succeed
in a career in Human Resources.
b. How to Prepare for a Career in Human Resources?
Answer. Liking people is not the only qualification for pursuing a
career in Human Resources. It helps, but it is insufficient for success.
Human Resources jobs and careers continue to grow in sophistication
and the expectations of employers increase every year. Employee
development, employee retention, and a positive, motivating work
environment are critical to business success.
c. Human Resources Job Prospects and Earnings?
Answer. Job prospects for various Human Resources positions
vary by position but they range from growing as fast as the average of
other occupations to growing faster than average.
d. Transition to a Career in Human Resource Management?
Answer. People take widely divergent paths on their journey to
working in Human Resource management. They enter Human
Resource management by luck and by design and they stay because
they enjoy the work and the people.
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Gen Y…
Recruiter/Employer
e. Why Human Resources Leaders Need Degrees?
Answer. Human Resources leaders need degrees. If you are
considering a career in Human Resources, or trying to advance your
current career, a Bachelors degree, and even a Master’s degree, will
assist you to achieve your goals and dreams. Degrees have become
more important in most fields, but nowhere has the shift occurred quite
as dramatically as in HR. As organizational expectations of the
potential contributions of an HR professional have increased, the need
for the HR leader to possess both experience and a degree has
increased, too. In fact, a degree is becoming essential.
Part 3
Sample of Career in Marketing
17. Employer’s Questions
a. One of the most important aspects in marketing is foresightedness.
The success and laurels depends upon preparedness and timely
decision to deal with the customer, firm and industry in a desirable
manner. Financial Success often depends on marketing ability and all
business functions will not really matter if there is no sufficient demand
for products and services. Those companies are at greatest risk that
fails to carefully monitor their customers and competitors. Skillful
marketing is a never-ending pursuit - Prepare examples of projects,
start to finish, with results, consequences, and your lessons.
b. Marketing is an organizational function and a set of processes for
creating, communicating, and delivering value to customer and for
managing customer relationships in ways that benefit the organization
and its stakeholders. In Practice, Marketing is not done only by the
marketing department-it needs to affect every aspect of the customer
11
Gen Y…
Recruiter/Employerexperience and companies know that every employee has an impact
on the customer. Marketing follows a logical process and it is too
handled delicately till end. In competitive world, Marketing performs five
key functions in an organization:-
(1) Strengthening the brands and organization image.
(2) Measuring Marketing Effectiveness
(3) Gathering meaningful customer insights
(4) Driving new product development based on customer needs
(5) Utilizing new marketing technology
18. To meet the above objectives and goals, not only marketing rather all the
departments have to work hard while remaining hand in glove for the ultimate
progress of that firm. The employer would always be on the look to have experience
employees who could positively contribute towards firm’s goals and objectives. This
would only be possible if firm’s hires mature consistent, hardworking dedicated and
enthusiastic people in the firm while following the complete selection and recruitment
process at merit. Few question that employer would interested to ask from his
employees, are as under:-
Q No.1 Introduce yourself?
Ans. Sir, my name is Muhammad Usman.
Q No.2 Why are you attracted to our organization?
Ans. It is the vision and mission which has attracted me to do a job in
your organization.
Q No.3 Why did you leave your old job?
Ans. It was sort of sedentary and not the challenging one.
Q No.4 What kind of salary are you looking for?
Ans. This is definitely linked with the performance and my expectation
are about Rs.100,000.
Q No.5 What are your expectations of a future employer?
12
Gen Y…
Recruiter/EmployerAns. My expectations are that he should be encouraging with broad
vision.
Q No.6 Describe an experience and the methods you used to convince
someone who initially disagreed with you to follow your
recommendation.
Ans I believe in demonstration and practical performance as you
know that seeing is believing.
Q No.7 What is the hardest decision you made in the last two years?
Ans While working in a firm and not utilizing the effective resources
and latest technology in the field of marketing.
Q No.8 What is the biggest risk you have taken and what was the
result?
Ans. Adaptation of Marketing as a profession in the situation of
uncertainty.
Q No. 9 Create an advertisement for yourself.
Ans. Curriculum Vitae and use of Pana flex sheet describing the
following
a. Carrier aims and objective.
b. Professional qualification and expertise.
c. Achievement and future ambitions.
Q No.10 Give an example of an innovative product.
Ans. Innovative product is the one which gives an added advantage
while remaining in the same cost factor for example Proteins
shampoo giving advantage of oil and dandruff free or Lubricating
oil giving extra care to engine of vehicle while carbon particles.
Q No.11 Market and position a product to which you have brand loyalty;
now do the same for its largest competitor.
Ans. Positioning of a product in marketing and placing a firms a place
where it could attract its customer as well as develop and
strengthen its relationship.
Q No.12 How would you target new consumers to try an aging brand?
13
Gen Y…
Recruiter/EmployerAns. Its previous performance and its brand.
Q No.13 How would you market us to our clients?
Ans. By utilizing communication tools, brochures, thanks giving
messages and exhibitions etc.
Q No.14 Give an example of your using data to make a decision.
Ans. Customer and price data product appreciation and feedback
statistics.
Q No.16 What sets you apart from other candidates I am talking to
today?
Ans. It is dedication and communication skills that stand above all.
Part 4
Sample of Career as Financial Manager
19. Financial managers are responsible for ensuring the financial health of an
organization, division, or department within an organization. Financial managers are
typically at the top of the reporting structure for a given area of responsibility, and
may report directly to an executive such as a chief financial officer. The primary
focus of a financial manager is to oversee and assist in an organization’s financial
planning through budget analysis, forecasting, and other operational reviews.
Financial managers may also make investment decisions on behalf of their
employers and source and acquire long and short term financing through loans,
stock offerings, and other measures. Financial managers ensure that the institutions
for which they work are operating within compliance of state and federal regulations,
as well as industry best practices, while working to ensure a healthy financial
position for their employer
20. Expectations of Gen Y from CFO (Chief Finance Officer)
a. I will be treated as a good employ of the organization.
b. Job incentives should be given to me.
14
Gen Y…
Recruiter/Employerc. As per my requirements and issues my needs to be full fill by the
management.
d. An attractive salary package should be given to me.
e. A nice working environment will be provided to me.
f. Promotion incentive on the bases of experience and performance
would be there.
g. Performance evaluation criteria should be equal for all the employees.
21. Satisfaction Leeds to Happiness. We need to define what makes
someone happy or unhappy in the first place. It comes down
to a simple formula:-
22. We have some questions in our mind regarding the job which we are going to
start as follows:-
a. What is the work environment like here?
b. What do you think people like the most about working here?
c. What are the characteristics or traits of your top people?
d. What are your core values, and what traits do you look for in your
employees?
e. What makes this company superior to your competitors?
f. If I were to ask your customers and competitors about this company
what would they say?
g. What is the average tenure of the people working here?
h. How would you describe the managerial style of the person I will be
working for?
i. What is the strategic direction of the company?
j. What value can this position lend to the strategic mission?
k. What impact can I have on the organization?
15
Gen Y…
Recruiter/Employerl. How does this position help make your job easier? (For your future
boss not Human Resources)
m. How will my performance be measured?
n. What are your objectives for this position in the first year?
o. I can accomplish that will tell you I have done a good job in my first
year?
p. What is the greatest challenge I would face in the position?
q. How do my skills seem to line up with your needs?
r. How did the last person who had this job perform?
s. What one thing would you have added to the person who had the job to
make them better at it?
23. Some important questions which help the employ to full fill his expectations
are:-
a. What are the biggest challenges the person in this position will face?
b. Can you describe a typical day or week in the position?
c. What would a successful first year in the position look like?
d. How will the success of the person in this position be measured?
e. How long did the previous person in the role hold the position? What
has turnover in the role generally been like?
f. How would you describe the culture here? What type of people tends
to really thrive, and what type doesn’t do as well?
g. How would you describe your management style?
16
Gen Y…
Recruiter/Employerh. Thinking back to the person who you've seen does this job best, what
made their performance so outstanding?
i. Are there any reservations you have about my fit for the position that I
could try to address?
j. What is your time line for getting back to candidates about the next
steps?
Part 5
Recommendations
24. Recruiter / Employer Catering to the Workforce of the Future. With Baby
Boomers fast approaching retirement age, employers are beginning to tap into
resources from younger generations, such as Millennial, to help replace the
aging workforce upon retirement which will provide a deficit of positions across a
variety of industries and locations. Not only will the Millennial generation be
helping to fill positions left behind by retiring Boomers, but their upbringing allows
them to bring a fresh, new perspective to the workplace making them valuable to any
organization.
17
Gen Y…
Recruiter/Employer25. Employers can attract and retain skilled workers from the Generation Y by
offering competitive salaries, career track, flexible schedules, and making sure
individual employees feel challenged and appreciated.
26. There are many factors that these professionals take into consideration when
evaluating a job offer, and although salary is important, they are taking the entire
benefits and compensation package into account before making a decision.
27. To accommodate the wants and needs of the next generation workforce,
employers will have to complement their traditional compensation and
benefits packages with unique workplace attributes and company culture.
Employers can better attract, retain and motivate millennial workers by incorporating
these tips below:-
a. Provide Leadership and Feedback. Millennial look to their leaders
as role models and have a strong desire to learn from them. They work
hard to achieve the goals their managers set for them and expect to
receive honest and constructive feedback based on their performance.
b. Offer Unique Benefits. Although this generation wants to be
financially compensated for their efforts, they also value non-traditional
benefits. Millennial are attracted to organizations that offer unique
benefits such as: a game room, an exercise room or healthcare
membership reimbursement, peer nominated awards, casual dress or
free movie tickets etc.
c. Promote Team Collaboration. Millennial like working with people
they get along with and enjoy being friends with co-workers. Employers
should create an office space that allows co-workers to share ideas
and interact with each other and promotes teamwork. Some ideas to
encourage employee interaction include: building an office with low
cubicles, establishing strategic teams to focus on various projects and
tasks or utilizing a company instant messaging system.
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Gen Y…
Recruiter/Employerd. Give Back to the Community. Many members of the Millennial
generation are showing an interest in community involvement and
environmentally-friendly initiatives. When searching for a job, many of
these professionals are attracted to employers who have community
service projects in place. Employers should establish a community
service program that fits within their company culture and make sure to
communicate it to potential employees on the company’s website, in
job ads, interviews and company collateral.
e. Create a Fun Environment. This generation wants to look
forward to going to work every day and wants to enjoy a fun, friendly
and creative environment in which to work and grow as an individual.
Millennial are attracted to organizations that promote company
gatherings, such as annual team building events or summer barbeques
that give employees a chance to have fun and get to know each other
at work.
f. Support Growth Opportunity. Make sure individual employees feel
challenged and appreciated. This generation wants to learn and likes to
participate in projects that allow them to gain valuable hands-on
experience.
g. Be Flexible. Millennial like to work hard, but they still desire a life
outside of work and are looking for work-life balance. Employers who
offer flexibility in employee work schedules such as summer hours,
flex-time or work-at-home programs can increase the chance of
attracting and retaining these workers.
h. Recommendations for Marketing Position
(1) Marketing department must be given due importance to its work
force.
(2) Trained and qualified staff should be the hub of all activities.
19
Gen Y…
Recruiter/Employer(3) Work force must clear about knowledge, skills, abilities and
behaviour.
(4) The employees recruited in marketing must be dedicated and
well conversed about their portfolios in a desired manner.
Conclusion
28. This study provides some initial knowledge about young graduates’
expectations of the job market and their future employers. Among employer brand
attributes, young graduates from Generation Y, on the whole, have a preference for
job security and a relaxed work atmosphere. However, their expectations are not
homogeneous what leads to discuss the relevance of the concepts of Generation Y
and generational segmentation. The results also show that the Internet is far from
being the first medium used by these young ‘digital natives’ graduates for the job
search. This research highlights the risks associated with the use of the concept of
Generation Y in the field of recruitment. This study has some limitations that can
affect its external validity. First, the decision to question only first degree graduates
limits the possibilities of generalizing the results. Second, the conjoint analysis
measured preferences for attributes. While great care was taken in the choice of
attributes and their respective levels, as well as construction of the profiles, certain
attributes could have had different meanings for the respondents. Finally, this study
suffers from the lack of previous research on the subject and on the same
population, limiting the possibilities of comparison. Additional research is therefore
essential, notably in order to improve the external validity of this study. This must be
demonstrated by reproducing it in other contexts and with different populations (for
example, graduates with a Master’s degree, who has different preferences from
graduates with a first degree, those with no degree or new graduates in other
countries). This research deals with new graduate job seekers as they begin their
search. However, some studies show that firms’ recruitment processes and recruiter
behaviours influence applicant. Recruiters have an indirect effect on attraction by
influencing perceptions of important job and organizational attributes. Future
research could study applicants’ preferences before and during the recruitment
20
Gen Y…
Recruiter/Employerprocess in order to compare them and to understand the evolution of their
preferences for job attributes and employer brand benefits.
21