As new graduates enter the workforce, it is important for managers to give them tools to become successful within the company. Incorporating younger generations can be a bit of a shift, but current employees will not be around forever and well-trained replacements will be needed.
Focus on training. Managers must invest in the training of these new hires and understand each individual learns differently. Effective training is the best way to ensure graduates understand company goals and expectations. “Ensure you create a comprehensive plan of action, detailing the different sections of training your new employee will be completing. Outlining the learning and development outcomes from each section will ensure your new employee will understand exactly what is expected of them and how it will improve their role,” according to a 2017 article corporate training firm MDA Training posted to its website.
Understand their generation. The education of graduates differs greatly from that of previous generations. The involvement of technology is more prominent and has advanced the ways students are learning and engaging in school. Managers must recognize these differences when hiring and make each introduction to the company unique and purposeful. “It’s crucial to understand what these workforce entrants are looking for and craft strategies that meet them where they are today. You need to consider how their experience with technology, like AI, has shaped their understanding of the world,” Caitlin MacGregor writes in an article for Forbes.
Emphasize growth. Introducing recent graduates to the company is important, but it may be even more important for managers to relay growth within the organization to encourage them to stick around. Graduates desire a job quickly once they are out of school, and managers should focus on the future and how these hires can become significant to the company’s success. “Although recent grads do want to contribute to the organization, they also want to make sure they are developing their own skills and career paths, right from the start. If they don’t believe there’s something in it for them, their performance may show it,” Chris Resto writes in an article for Harvard Business Review.
