Canadian HR Reporter

By Lauren Friese E xperts agree today's stu- dents aren't just looking for a career that looks good on paper — they're looking to work for an organization where they can have a positive impact. ey're looking for an opportuni- ty to make a positive shift in their environment, and to couple their passions and talents with their ca- reers. It's not just about acquiring status and a steady income — in fact, many millennials say they are willing to take risks in their career in order to achieve their dream job. However, there is one fac- tor that stands in the way of this trend: Fear. While they know they have a lot to off er, many students hesitate during the transition from school to career. e work- ing world is a place with diff erent expectations and unwritten rules — a huge threat for a young pro- fessional who has, to that point, been in the shelter of the educa- tional system. is transition can be likened to a favourite family pastime: Bowling. Imagine a fi ve-pin bowl- ing lane with the bumpers up. For a kid, this was the best-case sce- nario — you For millennials, it's about more than just status or income when it comes to finding an employer only had a few target options, and the controlled environment ensured you'd be able to hit at least one of your goals. Contrast this with a 10-pin bowling lane, with the bumpers gone. All of a sudden, there are risks and consequences, and your target options have doubled. ere is a chance that if you don't execute your game the right way, you can easily end up in the gutter, with nothing to show for your work. e good news is employers have the opportunity to build trust with these promising new grads who are looking for an or- ganization that cares and is clearly invested in helping them succeed. Establishing training and mentor- ship programs for young profes- sionals is a great way to make sure employers not only attract top tal- ent, but retain it for a long time. Reducing fear, building trust Here are a few ways employers can reduce fear and build trust when it comes to attracting millennials. Educate: It's incredibly impor- tant for new hires to understand the company they work for. It's not just about understand- ing the processes — they also need to know the vision behind the organization. Take the time to help new grads identify how their own personal values align with their employer's. Many new grads think they need to change who they are to fi t into a professional environment when, in reality, they already possess fundamental, professional quali- ties. Show them that it's a matter of developing those skills — not acquiring them — and they'll feel more at ease. Set expectations: Be sure to establish a structured environ- ment for students and grads to learn in during this transitional period. Since a lot of their anxi- ety stems from not having a con- trolled environment, bringing a small semblance of this can help calm their nerves as they absorb their new environment. Set some overarching expec- tations for them to adhere to, so they're not constantly wondering if they're in the red. Don't beat around the bush — be direct and clear, even when it comes to small housekeeping items such as arriv- ing on time or meeting deadlines. e more guesswork that's elimi- nated for them, the more time they'll have to focus on their work performance. Provide training, mentor- ship: Even though training is not always the most exciting part of being on the job, it does provide familiarity for new grads. Many young professionals arrive to work nervous on the fi rst day, only to fi nd relief in their train- ing curriculum since it's reminiscent of their time in classes. But it's always a good idea to make your training sessions as in- teractive and engaging as possible. Remember: Stu- dents want to feel like they're part of a team — not just reporting to a superior. Outside of for- mal training , m e n t o r s h i p is a great way to help new grads build relationships with more ex- perienced employees. is way, you can make sure new hires learn from top performers and students aren't left wondering "Who should I ask?" Show the "big picture": When building up a new grad for suc- cess, don't limit the information shared to your company or the job opportunity — take the opportu- nity to be a source of information for your industry and broaden their knowledge beyond their entry-level role. is can include resumé coaching and improving industry skill-sets. By focusing beyond your com- pany, you become a helper — a company and employer that cares about and invests in students. ere's always the chance a stu- dent or young professional, early in his career, may decide to go in a diff erent direction. But the ones who choose to stick with their role will remember your organization as the one that helped build them up when they were starting out. And, one day, when it comes down to choos- ing between you and the competition, they'll choose the one that helped them out when they were scared. Lauren Friese is the founder and CEO of TalentEgg in To- ronto, an organization that helps students and recent grads hatch their careers. For more information, visit www.talentegg.ca. Credit: Rawpixel/Shutterstock F E AT U R E S F E AT U R E S F E AT U R E S F E AT U R E S EMPLOYER BRANDING F E AT U R E S EMPLOYER BRANDING F E AT U R E S

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