Generation Y and Navy Recruiting: Targeting the Next Generation of Navy Civilians

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Generation Y and Navy Recruiting Targeting the
Next Generation of Navy Civilians

• Human Capital Management Solutions Group
• Ms. Ruby DeMesme, Ms. Andrea Nagy
• May 6, 2008

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Contents

• Who is Generation Y?
• Why Generation Y Issues are Important
• Generation Y Media Stereotypes
• Generation Y Research
• Generation Y Work Characteristics
• Federal Recruiting Challenges and Navy Impacts
• Generation Y and Civilian Recruiting Issues
• Generation Y and Civilian Navy Recruiting Issues
• A Case in Point Recruiting Websites
• Generation Y Recruiting Best Practices
• Recommendations for Recruiting Generation Y

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Who is Generation Y?

• Generation Y is the age group most often
  associated with the birth years between 1979
  through 2000
• The current age range for this group in the
  workforce can range from 18 through 31 when
  considering viable job candidates
• Includes roughly 73 million people in the U.S.
• The most ethnically diverse generation
• Sometimes referred to as Millennials, Echo
  Boomers, New Generation Me, Nexters

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Why Generation Y Issues are Important

• Labor force demand will outpace supply -
  projected economic growth while slowdown in labor
  force growth over next 8-10 years
• Baby-boomers will be retiring - not a as a
  tsunami but continually over next 5-10 years

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Why Generation Y Issues are Important (contd)

• The competitive landscape is changing
• There will be greater competition among employers
  for ANY talent
• Professional and business services and health
  care and social assistance sectors will add more
  than half of the projected increase in total
  employment.
• The workforce landscape is changing
• Four generations are in the workforce at once for
  the first time
• Generation Y is the fastest growing segment of
  labor force due to higher birth rates than
  Generation X

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Generation Y Media Stereotypes

• The popular press portrays Generation Y as
• Collaborative
• Team-oriented
• Adaptive to change
• Technology savvy
• Know importance of constantly gaining and
  applying new knowledge and skills
• Less loyal to a single employer more likely to
  change jobs frequently

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Generation Y Research some Gen Y stereotypes
are false

• Research on generational differences suggests a
  slightly different picture
• Generational workplace differences are not as
  great as they have been portrayed in the media
• Older and younger workers have many similar
  values, including valuing family, integrity, love
  and self-respect
• Fame, affluence, authority, competition and
  advancement were least likely to rank in the top
  five preferences, regardless of age
• Older people were just as keen to undergo further
  training and to use computers as the youngest
  workers

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Generation Y Research some Gen Y stereotypes
are true

• However, some media stereotypes are supported
  (Payne Makiney, 2008)
• Perceived to be more collaborative, better at
  learning and applying new knowledge and skills,
  and more adaptive than Generation X (birth years
  between 1965 1979) and Baby Boomers (birth
  years between 1946-1964)
• Note that differences in maturity or career
  stages may explain some differences
• Also, Generation Y may have different values than
  previous generations (Reid Steelman, 2008)
• More cynical than Baby-Boomers or Generation X
• More concerned with impression management than
  Baby-Boomers or Generation X

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Work and Generation Y Characteristics

• In the workplace, it is expected that Generation
  Y employees
• May change jobs and possibly careers more often
  than preceding generations (according to
  Fedscope, Generation Y Navy civilians voluntarily
  separate in larger percentages of age group than
  any other age-group)
• Place more emphasis on corporate social
  responsibility
• Solicit and benefit from more frequent feedback
• Use different communication styles and mechanisms
• Engage in more social networking

Generation Y members have many more job options
than Generation X people had 10 years ago, and
Gen Y is more sophisticated in sorting through
those options
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Federal Recruiting Challenges and Navy Impacts

• Lengthy federal hiring process puts the
  government at a competitive disadvantage
• OPM has taken steps to streamline the hiring
  process
• improvements to the USAJobs
• established a model 45-day hiring
• developed a Hiring Tool Kit to help agencies
  improve their hiring processes
• assists agencies on the use of student employment
  program flexibilities, which can expedite the
  hiring process and lead to noncompetitive
  conversion to permanent employment
• However, agencies are not uniformly using
  available flexibilities to recruit and hire top
  talent

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Federal Recruiting Challenges and Navy Impacts
(contd)

• The Federal Government is often competing with
  private industry for job candidates
• Specifically in the areas of Science, Engineering
  and Information Technology (2210, 0854, 0801,
  1301, 1320 job series), the federal government
  has had increased competition for qualified, top
  talent main barriers to hire the best talent
  include
• Less pay compared to private industry
• Length of hiring process
• Citizenship requirements
• Information Technology Exchange Program (ITEP)
  exchange of employees between federal government
  and private industry has been unsuccessful
• Agencies are not uniformly using available
  flexibilities to recruit and hire top talent

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Generation Y and Civilian Recruiting Issues

• Research from Partnership for Public Service
  Council For Excellence in Government finds that
  Generation Y
• Has high interest but low awareness of federal
  jobs no idea where to apply and if they do know,
  are discouraged by USAJobs
• Expects to find insights into employers
  work/values/brand, meaningful job postings and
  transparent job processes via website
• Is being aggressively recruited by other public
  private sector organizations who have dedicated
  enormous resources

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Generation Y and Navy Civilian Recruiting Issues

• The Navy lags behind in marketing its civilian
  jobs to Gen Y
• Navy effectively markets military opportunities
  through Navy.com, as well as TV, radio and other
  media
• Navy jobs are often posted on USAJobs, but it is
  not often used by Gen Y to uncover civilian
  military opportunities
• Several Navy components are well aware of this
  problem and have made some strides at their
  individual component levels with internships and
  college visits
• Generation Y has yet to be addressed in a
  holistic manner Navy-wide

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A Case in Point Navy Military Recruiting
Website, Navy.com

• Navy.com directly targets Generation Y with Live
  Chat, simulation games, downloads such as
  wallpaper, videos, screensavers
• The website has created a brand image with the
  slogan Accelerate Your Life
• Navy.com demonstrates possible career paths,
  gives testimonials and day in the life scenarios
• Navy.com are the first two links that appear when
  one searches for Navy jobs.

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A Case in Point Navy Civilian Recruiting
Website, OCHR

• OCHR is the third link to come up when searching
  for Navy jobs.
• The website is less interactive than Navy.com and
  overall, does not offer features or present job
  attributes which would appeal to Generation Y
• The site directs you to USAJobs to search and
  apply for Navy civilian jobs

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A Case in Point NAVAIR Recruiting Website

• The NAVAIR link is much harder to find and
  requires a search for NAVAIR
• The website caters to the characteristics that
  Generation Y is looking for, including flexible
  work schedules and work/life balance
• The NAVAIR site also has links to internship
  opportunities, upcoming job fairs, and a photo
  gallery that depicts young people working
• The intial webpage depicts a picture of a skier
  in action, evoking emotions of adventure,
  excitement and fun
• You may also directly e-mail your resume and
  search for jobs by location via the NAVAIR site

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A Case in Point NAVSEA Recruiting Brochure

• Although not a website, when searching Navy jobs,
  one can come across this PDF that depicts the
  benefits of working for NAVSEA
• The PDF highlights benefits that appeal to
  Generation Y such as flexible work schedule,
  Student Loan Reimbursement Program, career
  flexibility, and time off

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A Case in Point Army Civilian Recruiting Website

• The Army civilian link, Civilian Personnel Online
  is the first link that appears when searching for
  Army jobs
• The site pictures young civilian workers and has
  many links such as intern/fellow opportunities,
  how to apply, employee testimonials, student
  opportunities, etc that is appealing to
  Generation Y
• The site also describes a Management Training
  Program and college pre-payment options

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Generation Y Recruiting Best Practices

• While some organizations are implementing some
  sophisticated practices (e.g., social networking
  sites, online contests, etc.), most of Generation
  Y is focused on better internships (access to
  important projects), mentoring (high-level
  exposure), performance management
• High-performing organizations are not
  just changing policies to play catch up to
  generational differences (where they do exist),
  they are identifying how to use these to their
  competitive advantage
• Partnership for Public Services research
  demonstrates that campus outreach positively
  impacted awareness and interest in Federal jobs
  among Generation Y job candidates

Members of Generation Y want to feel they are
being rewarded for their performance, not
necessarily the performance associated with the
job title or function.
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Recommendations for Recruiting Generation Y

• The Navy should consider the following
  recruitment strategies
• Create better job announcements clearly
  articulate line of sight
• Develop a cohesive brand image one brand one
  website
• Utilize technology (e.g., webcasts, podcasts,
  etc.)
• Emphasize social responsibility aspects of Navy
  work, providing line of sight to peace efforts
  (tsunami, katrina) and warfighter needs
• Emphasize training and continuous learning
  opportunities
• Establish deep relationships with universities
  more campus events (e.g., utilize alumni, engage
  faculty, etc.)

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Recommendations for Recruiting Generation Y
(contd)

• Improvements within the workplace can make it
  more attractive to Generation Y employers and aid
  in recruitment efforts. Potential Generation Y
  workplace strategies include
• Provide structured mentorship programs (e.g.,
  NAVSEA) with action learning projects
• Strengthen documented/transparent career paths
• Provide tuition reimbursement
• Re-structure work, making it less position
  description focused, more project team/results
  oriented
• Develop standard Navy civilian on-boarding/orienta
  tion and mentoring program
• Flexible work schedule, providing real
  flexibility

Generation Y likes to feel like they have control
over their own destiny, but also need to
understand the timing of their potential
promotions and growth opportunities.
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Contact Information
Zev Goldrich Senior Consultant PS Human Capital
Management Solutions
Andrea Nagy Manager PS Human Capital Management
Solutions
Andrea Nagy Manager PS Human Capital Management
Solutions
Tel [phone] zev.goldrich_at_bearingpoint.com
Tel [phone] andrea.nagy_at_bearingpoint.com
Tel [phone] andrea.nagy_at_bearingpoint.com
1676 International Drive McLean, VA
22311 www.bearingpoint.com
1676 International Drive McLean, VA
22311 www.bearingpoint.com
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