As an executive recruiter for UBS, Jason Robinson Waldwick knows that pools of job candidates come and go at a very well-orchestrated pace. For example, he notes that as the summer season nears, a new source of staff will come from recent college graduates who are fiercely competing for a job in their field. Other young millennials may be entering the job market as paid or unpaid summer interns, as time away from school is an excellent opportunity to finesse professional skills in an encouraging work environment.
While recruiters and head-hunters may have a wide selection of fresh candidates coming from the university population, Waldwick warns that it is important to not hire blindly. He states, “With a batch of updated, recently educated students, many recruiters may be quick to want to push these candidates through as entry level professionals. However, it is important to note that not every prospective entry level employee or intern is right for the job. In addition, there are several unique factors that businesses need to take in account when recruiting young talent or summer interns.”
Although many seasoned professionals may be quick to dismiss the millennial generation as one that is selfish, lazy and unable to develop strong work ethic, Waldwick explains that most of these students—or graduates—have passion and dedication. As such, he points to a recent article from The Globe and Mail that discusses what employers can do to create better work environments for millennial employees, whether they are full-time or just seasonal interns.
According to Waldwick, one of the best words of advice found in the article is to provide millennial employees with mentorship and feedback. The Globe and Mail states, “Since millennial employees are most likely starting on the bottom rungs of their career ladders, these ambitious workers are looking for mentorship and employer feedback. Millennials want to know they’re progressing in their career and that their work is truly making a difference for the organization. A survey by millennial-skewering channel MTV found 75 percent of millennials are looking for professional mentorship at their current workplace.”
Jason Robinson Waldwick responds, “Young professionals may have the education to back up their professional abilities, but it is important to remember that most of the employees have never worked in a real office environment before. Instead of viewing ‘new blood’ as a threat, it is important to encourage these young employees to witness their full potential, by mentoring and inspiring them for growth. While they must just be joining the team this summer, it is important for employers to realize that the work atmosphere is making an impression on them; if they feel encouraged they may be driven to succeed and stay with the company, if they are left to their own devices, they may seek opportunity elsewhere.”
In regards to summer interns, Waldwick notes, “Although these employees are just temporary, they could form a strong bond with brand and want to continue working for the company after the internship is complete. Therefore, it is important to provide interns with just as much support and guidance as young full-timers, especially if they are unpaid.”
Another jarring factor for employers when it comes to hiring millennials is new technology, according to The Globe and Mail. The article reports, “Having grown up as digital natives, millennials love technology. Whether they’re texting, tweeting, or responding entirely in animated GIFs, young workers and new grads use technology to relate to their surroundings. It should be no surprise they would consider technology to be an important aspect of the workplace, even if older generations might not always entirely agree. Forty-five per cent of young workers who responded to the recent Cisco connected world technology report put access to technology in the workplace above even salary demands. These workers would prefer a lower paying job with more technological flexibility than a higher paying but stricter position.”
Jason Robinson Waldwick responds, “Regardless of the age of employees, these forms of technology are going to become increasingly important for every company—it is inescapable. While it is important for employers to open up to new technological features and amenities, it is also essential for them to look at young employees as an opportunity to introduce these resources to the office. For instance, a young professional employee may be the key person who can launch an online marketing campaign or employ a strong bring-your-own-device culture for productivity in the workplace.” Although these resources are critical for developing businesses, Waldwick also notes that companies should have a strong media policy in effect to protect both the interests of employees and the company.
The other important aspect of hiring millenials—according to the article—is adjusting the workplace to new cultural shifts, such as offering greater flexibility, work from home options and a work-life balance. “Although the recession caused many companies to bite down on their policies and make it harder for employees to enjoy their lives at a balanced rate, studies have shown that allowing greater flexibility in the workplace can create improved productivity. If you want to make your employees happy and retain them, it is important to show them respect and recognize that they have personal lives as well. Although young employees are often looked to as agile workhorses, it is important for managers to realize that they too have commitments outside of the office and are focused on other things besides their career,” Jason Robinson Waldwick concludes.
Jason Robinson Waldwick is an executive recruiter for UBS, taking on many responsibilities in the wealth management field at this large financial services company. He recruits individuals who are the best fit for positions in this area, prospecting for talent through networking and one-on-one interactions. Waldwick displays immense knowledge and experience in the area of wealth management as America’s head of professional recruiting. As such, he is well-versed in the areas of relationship, vendor, risk and talent management, as well as networking as a head-hunter. In addition, Waldwick is equipped in the areas of technical recruiting and financial services.