Published on Wednesday, Apr 11, 2007
THE DEMAND for new graduates is greater than ever! Latest global studies reveal that most recruiters have either increased hiring new graduates to 41 per cent or sustained it at 33 per cent. In fact, 45 per cent of small businesses are now willing to employ freshers (just-graduated youth ) as full-time permanent staff.
It's all about catching them young. Organisations pull out all the stops to infuse their workforce with new blood. They flock to universities in droves with campus recruitment initiatives to grab wide-eyed young adults the minute they step out of college. So much so that, many companies actually entertain job applications prior to graduation and offer employment on subsequent, successful course-completion (popularly termed pre-placement offers). While sourcing fresh talent from former interns, work-placement students or part-time workers are the norm. Some others are not beyond tracking academic performance months in advance and sponsoring undergraduates to transcend the talent war.
What is the overwhelming appeal of roping in new graduates that attracts recruiters? What drives them to knock on academic doors so vociferously? Contrary to popular opinion, it is not a Machiavellian attempt to get away with paying lower salaries or dominate them by dictating manipulative terms.
What magnetises employers is the new value that fresh graduates bring to the workplace. In fact, they are willing to pay premium salaries and at times, even unheard of starting packages to capture the cream of the crop!
Ripe for the picking
Freshers come sans preconceived notions or emotional baggage and are extremely malleable. So managers can easily groom their potential for effective leadership. Their inherent willingness to learn and adaptability to change portends untold value in moving the business forward.
Bright college-leavers herald a high calibre and contemporary skill base that is brimming with proven intellectual ability. Thereby, over and above the ease of tapping latest knowledge in specific disciplines, companies stand to reap the rewards of acquiring key talents and skills too. Even the promise of initiative and cautious risk-taking begets prospective growth.
Fresh from the portals of academia these graduates offer a new and refreshing outlook through original and creative ideas. The unbridled desire to prove their mettle translates into a rousing eagerness to contribute towards the success of the organisation. Companies also enjoy the infectious enthusiasm, energy and motivation that stimulate overall initiative and commitment.
Another reason surfaces from `... the inability to find experienced workerswith the right skills. Consequently, some organisations are looking to hire graduates that they can fast track and "skill up" to fill these gaps', elucidates Ben Reeves - Executive Director, Australian Association of Graduate Employers (a company that aids graduate recruitment at organisations such as Philips, Pricewaterhouse Coopers and KPMG). All it takes is some appropriate guidance, support, encouragement and training to milk these prospects manifold.
Tapping the power house
Recruiters should not make the mistake of assuming that because new graduates are just entering the workforce, they are yours for the taking. The new generation graduates come with higher expectations than ever before. Luring prime candidates calls for an intensive graduate recruitment campaign that not only attracts and recruits but also retains them.
Organisations have to sell themselves by using the right medium to get the right message across to quality talent. A different promotion strategy will help distinguish them from their competition. Also, HR executives should offer a compelling `value proposition' that induces graduates to choose their area of interest and organisation. Opportunities for professional development and training along with appropriate support and rewards can tilt the balance.
Avoid looming disillusionment by filling the gaps between the image young workers have and the reality of the workplace forthright. Constant interactions and willingness to answer their questions will generate an enlightening glimpse of actual life at work. Moreover, they should ensure legitimacy in the rhetoric by revealing day-to-day roles, responsibilities and work culture. For instance, chocolate major, Cadbury Schweppes is using MP3 downloads and a series of blogs to give potential graduate applicants a deeper insight into life at the organisation.
Apart from this, organisations should screen candidates with behavioural questions to match their business needs. Clarify their goals and expectations as well as check their tie-in with specific skills and qualities required for the job. Also, establish whether such recruits only fulfill an immediate need or will be groomed for future senior management roles with the possibility of advancement.
Most importantly, before launching a major graduate recruitment drive, companies should check the demographics of their existent workforce, as a profusion of young employees begs litigious trouble over the touchy age-discrimination issue.
It's all about catching them young. Organisations pull out all the stops to infuse their workforce with new blood. They flock to universities in droves with campus recruitment initiatives to grab wide-eyed young adults the minute they step out of college. So much so that, many companies actually entertain job applications prior to graduation and offer employment on subsequent, successful course-completion (popularly termed pre-placement offers). While sourcing fresh talent from former interns, work-placement students or part-time workers are the norm. Some others are not beyond tracking academic performance months in advance and sponsoring undergraduates to transcend the talent war.
What is the overwhelming appeal of roping in new graduates that attracts recruiters? What drives them to knock on academic doors so vociferously? Contrary to popular opinion, it is not a Machiavellian attempt to get away with paying lower salaries or dominate them by dictating manipulative terms.
What magnetises employers is the new value that fresh graduates bring to the workplace. In fact, they are willing to pay premium salaries and at times, even unheard of starting packages to capture the cream of the crop!
Ripe for the picking
Freshers come sans preconceived notions or emotional baggage and are extremely malleable. So managers can easily groom their potential for effective leadership. Their inherent willingness to learn and adaptability to change portends untold value in moving the business forward.
Bright college-leavers herald a high calibre and contemporary skill base that is brimming with proven intellectual ability. Thereby, over and above the ease of tapping latest knowledge in specific disciplines, companies stand to reap the rewards of acquiring key talents and skills too. Even the promise of initiative and cautious risk-taking begets prospective growth.
Fresh from the portals of academia these graduates offer a new and refreshing outlook through original and creative ideas. The unbridled desire to prove their mettle translates into a rousing eagerness to contribute towards the success of the organisation. Companies also enjoy the infectious enthusiasm, energy and motivation that stimulate overall initiative and commitment.
Another reason surfaces from `... the inability to find experienced workerswith the right skills. Consequently, some organisations are looking to hire graduates that they can fast track and "skill up" to fill these gaps', elucidates Ben Reeves - Executive Director, Australian Association of Graduate Employers (a company that aids graduate recruitment at organisations such as Philips, Pricewaterhouse Coopers and KPMG). All it takes is some appropriate guidance, support, encouragement and training to milk these prospects manifold.
Tapping the power house
Recruiters should not make the mistake of assuming that because new graduates are just entering the workforce, they are yours for the taking. The new generation graduates come with higher expectations than ever before. Luring prime candidates calls for an intensive graduate recruitment campaign that not only attracts and recruits but also retains them.
Organisations have to sell themselves by using the right medium to get the right message across to quality talent. A different promotion strategy will help distinguish them from their competition. Also, HR executives should offer a compelling `value proposition' that induces graduates to choose their area of interest and organisation. Opportunities for professional development and training along with appropriate support and rewards can tilt the balance.
Avoid looming disillusionment by filling the gaps between the image young workers have and the reality of the workplace forthright. Constant interactions and willingness to answer their questions will generate an enlightening glimpse of actual life at work. Moreover, they should ensure legitimacy in the rhetoric by revealing day-to-day roles, responsibilities and work culture. For instance, chocolate major, Cadbury Schweppes is using MP3 downloads and a series of blogs to give potential graduate applicants a deeper insight into life at the organisation.
Apart from this, organisations should screen candidates with behavioural questions to match their business needs. Clarify their goals and expectations as well as check their tie-in with specific skills and qualities required for the job. Also, establish whether such recruits only fulfill an immediate need or will be groomed for future senior management roles with the possibility of advancement.
Most importantly, before launching a major graduate recruitment drive, companies should check the demographics of their existent workforce, as a profusion of young employees begs litigious trouble over the touchy age-discrimination issue.
PAYAL CHANANIA
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