Using theory of generation for attraction and retention of young professionals

Abstract

Nowadays modern organizations that need an influx of young talented leaders capable of productive activities for business development must take into account the specific career aspirations of High school graduates as representatives of generation "Y". The attractiveness of the employer's brand plays a special role in this process. The empirical research presented in the article using qualitative (interviews) and quantitative (statistical data collection, questionnaires) methods was aimed at assessing the employment prospects of University graduates, based on their generational characteristics and career priorities based on them, in an organization located in a small remote city, but is a division of a large Federal gas transportation organization. The results of the study of actual practice of working with young professionals, despite ensuring a high level of well-being in the workplace, showed a high demand for young personnel due to the aging of the workforce (retirement), on the one hand, and a high turnover of personnel among young workers, on the other. Thus, the problem of attracting and retaining young professionals to the organization under investigation is extremely urgent. At the same time, the study revealed the heterogeneity of typical features inherent in representatives of generation Y: three subgroups with different characteristics were identified. Study of career priorities of each subgroup of graduates, namely career goals, professional and social expectations, preferred duration of work in one company and prospects for labor mobility, opportunities for professional development and career growth, availability of interesting work and a team with a pronounced enthusiasm for work, preferred place of residence, etc. allowed to formulate a number of recommendations for strengthening the internal HR brand as a basis for attracting and retaining young professionals in the long term. These include holding a single common day of adaptation for young employees, implementing corporate culture through electronic resources, and creating professional communities using the corporate social network. The value of the research results lies in expanding the understanding of the features of career building by young employees, taking into account the specifics of their generation. The results of the research are extremely useful for managers of organizations and HR managers interested in attracting and retaining young employees in order to strengthen the continuity of company management and guarantee the well-being of employees.