Gen Y…

Recruiter/Employer

Career and Life expectations of Gen Y and a recruiter/employer

looking forward in a potential employee

Introduction

1. This paper studies the preoccupations of young graduates from Generation Y

transitioning from education to employment. Attracting talent is a permanent difficulty

for organizations and, considering the demographic trends in economies is likely to

become even greater in the coming years. Previous researches have shown that a

quality workforce gives a competitive advantage to organizations and is an important

source of organizational and financial success for firms. We demonstrate that, even

if on the whole they prefer job security and a relaxed work atmosphere, their life

expectations are heterogeneous. The results also show that the Internet is far from

being the first medium used by these young ‘digital natives’ graduates for the job

search. This research lead to discuss the relevance of the concepts of Generation Y

and generational segmentation and provide important information to assist

jobseekers and career counsellors in improving the speed and quality of

employment, and to help recruiters to improve recruitment.

2. Particularly salient in the competition for talent is the ability to attract qualified

individuals –Bachelors as well as Masters graduates. Moreover, firms must attract

new recruits from among a relatively small generation, the Generation Y. In its

broadest definition, the nickname refers to people born between 1977 and 1994. In

recent years, academic research and managerial literature have examined the

concept of generation, with a particular focus on Generation Y.

3. Today the question for firms is how to attract employees belonging to

Generation Y. This generation is depicted as having differing values, attitudes,

behaviours or expectations than previous generations and stereotypes are

associated with Generation Y. Faced with Generation Y applicants, and firms are

wondering whether they should adapt their recruitment strategy. While this question

is a preoccupation for managers, so far few researches have been conducted in

1

Gen Y…

Recruiter/Employerorder to provide theoretical or managerial knowledge on this topic. The job search

literature establishes that if companies want to attract young graduates, they need to

develop a better understanding of their expectations and to know what job and

organizational characteristics influence them during their job searches. The

underlying hypothesis of the concept is that the desirability of a firm depends on the

potential applicant’s perception of the attributes associated with it.

Aim

4. To study the various aspects of Gen Y with a view to analyse their life

expectations as well as Recruiter/Employer point of view of looking forward in a

potential employee.

Sequence

5. The sequence of this paper will be as follows:-

Part 1 - Lt Col Abdul Salam

a. Concept of Gen Y

b. The Theoretical Framework

(1) Job Search and Employer Brand

(2) Generation Y and Generational Segmentation

(3) Generation Y and Employer Brands Benefits

(4) Generation Y, Job Search and Digital Media

c. Analysis

(1) The Most appropriate Job Expectations of Gen Y

(2) Qualities Employers Want the Most Out of Their Employees

Part 2 – Miss Iqra Javed

a. Sample of Career in HR

Part 3 - Lt Col Azhar Hussain & Mr Usman Nawaz

a. Sample of Career in Marketing

2

Gen Y…

Recruiter/Employer

Part 4 - Mr Umer cheema & Mr Shehryar

a. Sample of Career as Financial manager

Part 5 - Miss Kiran Zeeshan

a. Recommendations

b. Conclusion

Part 1Concept of Gen Y

6. Generation Y is a group that has grown up with the digital media. Several

terms are used to differentiate generations born after 1983 from older generations

because of their assumed exposure, experience, and/or emersion with digital

technology: ‘Digital Natives’, ‘Net Generation’, ‘Millennial Generation’. Differences

include preferring more active to passive learning, having distinct information search

patterns, and a lower tolerance for delays. For their recruitment, firms are developing

their communication on the digital medias while questioning whether this strategy is

the most relevant to attract young graduates.

The Theoretical Framework

7. Job Search and Employer Brand. Job search is a dynamic decision-

making process where job and organizational attributes affect final choice. These

attributes are dominant because they have a direct positive effect on applicants

‘attraction to the firm and influence the decision to accept or reject a job offer. Many

researchers have attempted to identify job attributes and applicants’ job preferences.

The employer brand can be defined as the sum of benefits associated with a job and

an employer.

8. Generation Y and Generational Segmentation. Four approaches to the

notion of generation can be distinguished:-

a. The demographic sense

b. The genealogical and family sense

3

Gen Y…

Recruiter/Employerc. The historical sense

d. The socio-cognitive or sociological sense i.e. a “generational group”.

9. Research on Generation Y is related to the fourth perspective. The majority of

studies have compared four generations in terms of birth years but there is little

agreement on the composition of each. The most current definitions of generational

groups are:-

a. Veterans (or ‘Silent Generation’, ‘Matures’, ‘Traditionalists’) born

between 1925 and1942.

b. Baby boomers born between 1943 and 1960.

c. Generation X (or ‘Thirteenth’, ‘Baby Busters’, ‘Lost Generation’) born

between 1961 and1981.

d. Generation Y (or ‘Millennial’, ‘Nexters’, ‘Echo Boomers’) born after

1982.

10. To reinforce their capacity to recruit young graduates, some firms have

already decided to use the concept of the employer brand, that is, the benefits

associated with job or an employer and their promotion inside and outside the firm

The underlying hypothesis of the concept is that the desirability of a firm depends on

the potential applicant’s perception of the attributes associated with it. Today

research in recruitment implies knowledge of young graduates belonging to

Generation Y. Three research questions are explored:-

a. What are their expectations of a future employer: which employer

brand attributes guide young graduates from Generation Y in their job

choice decisions?

b. Are these expectations homogeneous within Generation Y?

c. Do young graduates from Generation Y prefer the use of Internet tools

rather than non-Internet tools in their search for employment?

11. Generation Y and Employer Brands Benefits. Since empirical research

has been conducted on job seekers’ preferred job attributes. On this topic, the most

recent studies have investigated the Generation Y. Studies reveal that Generation Y

prefers a positive work environment and stimulating work that offers

opportunities for advancement and long-term career progression. Generation Y

4

Gen Y…

Recruiter/Employeris attracted to organizations that invested in training and development and allowed

variety in their daily work. They also have a strong need for independence and

autonomy. Used to taking part in family decisions, they are ready to provide input in

the workplace, thus encouraging a collective management style and a supportive

culture and are attentive to work-life balance, particularly young graduates preparing

to enter the job market, and to personal enjoyment. The literature is less consistent

when it comes to Generation Y’s salary expectations. Some researchers suggest

that they consider salary less important than other attributes, such as a fulfilling

private life, while others suggest that it is a major concern show a preference for

intellectual challenge before geographic area and financial package. Compared to

Baby Boomers and Generation X, Generation Y is presented as more motivated by

progression and by being in an affiliated workplace but less motivated by power.

12. Generation Y, Job Search and Digital Media. Members of Generation Y

have grown up in a world dominated by media and are presented as enthusiastic

users. The term ‘digital natives’ is used to refer to a generational group supposed to

be different compared to older generations because of their assumed exposure,

experience, and/or emersion with digital technology. Generation Y is described as

being predisposed to new technologies, using several media simultaneously and

being constantly on line. Generations born after 1983 are said to prefer more active

to passive learning, having distinct information search patterns, and a lower

tolerance for delays. Concerning recruitment, it appears that the Internet has

become one of the most popular sources of information among job seekers.

Moreover, students and recent graduates view the digital media as a key means of

gathering information on potential employers, while word-of-mouth is more important

for experienced employees, i.e. those belonging to previous generations. Familiarity

with the Internet should lead individuals from Generation Y to favour this medium in

their search for employment, notably when they first enter the job market.

Recruitment communication is used to attract the right profiles from within a pool of

applicants. To attract the best employees, a firm can use recruitment advertising in

order to promote its employer brand and to be considered an “employer of choice”.

The above literature review shows that there exist only a few studies dealing with the

5

Gen Y…

Recruiter/EmployerGeneration Y expectations vis-a-vis a future employer, and that their results are

not consistent.

13. This study provides some initial knowledge that can be compared to

stereotypes of Generation Y. Thus, we can observe certain expectations globally

assigned to Generation Y, notably the search for a positive work environment,

career progression and work-life balance. Our research indicates that the most

important job attribute for new graduates seeking work is the type of contract

offered. Graduates want to obtain a permanent position that guarantees job

security. Thus, our study confirms the importance of attributes like job security,

financial benefits, and advancement possibilities. Furthermore, new graduates attach

great importance to workplace atmosphere. However, they are more responsive to

the distance of their workplace and less to get a stimulating work or a high salary.

These results show that new graduates are ready, as a trade-off, to accept a less

interesting job in order to obtain a permanent job or work in a relaxed atmosphere.

These results therefore lead to a critical analysis of the concept of generation. The

concept of generation seems to be a global one, oversimplified compared to the

great diversity and increased complexity of the job market. More specifically, young

graduates who are looking for a job, while they may belong to Generation Y, are a

more heterogeneous group than the one portrayed in managerial literature. The

concept, while interesting in certain contexts, can hardly help managers understand

the complexity of the applicants concerned by recruitment.

Analysis

14. The Most appropriate Job Expectations of Gen Y. What do people look for

in a job? What do they expect or require from it? The following list is representative

and is given in the order people have ranked them over the years:-

6

Gen Y…

Recruiter/Employera. Type of work. The kind of work should be that makes the best

use of one's abilities and gives one a feeling of accomplishment.

b. Security. The kind of job should be such that provides a steady

employment.

c. Company. Working for a company that has a good reputation, that

one can be proud of working for.

d. Advancement. One should be able to progress in one's job or

career and having the chance to advance in the company.

e. Co-workers. The co-workers should be the one who are

competent and congenial.

f. Pay. Being paid at least enough to meet one's needs, and being paid

fairly in comparison to others.

g. Supervision. There should be an immediate supervisor who is

competent, considerate, and fair.

h. Hours. Having working hours that allow one enough time with

family and/or time to pursue other strong interests and live one's

preferred lifestyle.

i. Benefits. The benefits that meet one's needs and compare well

with those of others.

j. Working Conditions. The physical working conditions that is safe,

not injurious to health, not stressful, and even comfortable.

15. Qualities Employers Want the Most Out of Their Employees. While

every employer needs a unique set of qualifications and experiences for a given

position, they also expect a general set of personal characteristics that are often

times considered even more important than your professional and educational

background. While there are many positive qualities that come together to make a

valuable employee, some are in more demand than others.

a. Intelligence. This factor is so important because most of the

productivity and potential contributions an employee with make to an

7

Gen Y…

Recruiter/Employerorganization over his or her career are governed by level of

intelligence. Intelligence is a blanket term encompassing such skills as

planning, organization, problem solving, and priority setting

abilities. Other factors generally referred as part of an individual’s

intelligence are psychological flexibility and the ability to adapt to

changing circumstances, common sense, level of curiosity, and

drive to ask useful questions.

b. Leadership Ability. It is another highly sought-after

characteristic involving willingness to take charge of, and manage, a

group of individuals with diverse personalities, abilities, and skill sets,

and to accept responsibility for the actions of a greater whole without

making excuses. A related quality that employers look for is

integrity. An individual’s level of integrity describes his or her honesty

and loyalty to those working with or around that individual and to the

employer.

c. Employers Want Likable People. Teamwork is a foundational

construct for any organization and vital for business success. Working

well with others, persuasiveness, charm, sense of humor, and empathy

all contribute to how likable you are. In order to become a desirable

candidate, an employer must see that you can work well with others.

d. Competence. It is a must in any job. Employers want employees

who can simply get the job done; no excuses, no hassles, no

procrastinations. Competence utilizes one’s ability to set priorities and

concentrate only on relevant tasks while he or she focuses single-

mindedly one a job until its completion.

e. Miscellaneous. More intellectual traits such as bravery,

determination, self-motivation, inner strength, perseverance, and

boldness are also qualities employers want in their workers.

8

Gen Y…

Recruiter/EmployerUncertainty and the potential for failure are regular occurrences in life,

both professional and personal. However, the willingness to take

calculated risks and accept challenges in the face of this reality means

you can be relied upon to stick your neck out and go the extra mile for

your company under risky circumstances. And even when things don’t

go as planned, you remain persistent, consistent, and calm under

pressure.

f. Analysis of Marketing Position. The value and satisfaction reflects

the perceived tangible and intangible benefits and costs to customers

and it can be seen as primarily a combination of quality, service and

price. Value increases with quality and services and decreases with

price. Value is a central marketing concept and satisfaction reflects a

person’s comparative judgments resulting from a product perceived

performance in relation to his or her expectations. The communications

skills used in combination with effective marketing channels/tools

provides an edge to firm in the entire industry at national as well as at

international level. The effectiveness of marketing department while

utilizing all available resources and tools can bring quite vivid

change/betterment that an organization can think of and it will

ultimately play pivotal role to bring progress and profit maximization in

an organization.

Part 2Sample of Career in HR

16. Many people are eager to start a career in Human Resources, as it is a fast-

growing career field with many lucrative opportunities. Career analysts expect the

number of Human Resources jobs to increase in the future and the median annual

income for careers in Human Resources is above the national average. For these

reasons and more, you are probably wondering how to start a career in Human

Resources of your own. You will find some useful information below that will guide

you through the process:-

9

Gen Y…

Recruiter/Employer

a. How to Break Into a Career in Human Resources?

Answer. It's easier to break into a career in Human Resources if

you plan your life, your education, and your work experience around

qualifying for careers in Human Resources. The income and

opportunity prospects, according to the Occupational Outlook

Handbook, are favourable for the next decade or two. Human

Resources are a professional career that demands integrity,

confidentiality, and a high level of interpersonal interaction capability

from its practitioners. Increasingly, for a successful career in Human

Resources, you will also need business management, finance, and

accounting education. You must be prepared to develop a deep

understanding of the business your employer is engaged in to succeed

in a career in Human Resources.

b. How to Prepare for a Career in Human Resources?

Answer. Liking people is not the only qualification for pursuing a

career in Human Resources. It helps, but it is insufficient for success.

Human Resources jobs and careers continue to grow in sophistication

and the expectations of employers increase every year. Employee

development, employee retention, and a positive, motivating work

environment are critical to business success.

c. Human Resources Job Prospects and Earnings?

Answer. Job prospects for various Human Resources positions

vary by position but they range from growing as fast as the average of

other occupations to growing faster than average.

d. Transition to a Career in Human Resource Management?

Answer. People take widely divergent paths on their journey to

working in Human Resource management. They enter Human

Resource management by luck and by design and they stay because

they enjoy the work and the people.

10

Gen Y…

Recruiter/Employer

e. Why Human Resources Leaders Need Degrees?

Answer. Human Resources leaders need degrees. If you are

considering a career in Human Resources, or trying to advance your

current career, a Bachelors degree, and even a Master’s degree, will

assist you to achieve your goals and dreams. Degrees have become

more important in most fields, but nowhere has the shift occurred quite

as dramatically as in HR. As organizational expectations of the

potential contributions of an HR professional have increased, the need

for the HR leader to possess both experience and a degree has

increased, too. In fact, a degree is becoming essential.

Part 3

Sample of Career in Marketing

17. Employer’s Questions

a. One of the most important aspects in marketing is foresightedness.

The success and laurels depends upon preparedness and timely

decision to deal with the customer, firm and industry in a desirable

manner. Financial Success often depends on marketing ability and all

business functions will not really matter if there is no sufficient demand

for products and services. Those companies are at greatest risk that

fails to carefully monitor their customers and competitors. Skillful

marketing is a never-ending pursuit - Prepare examples of projects,

start to finish, with results, consequences, and your lessons.

b. Marketing is an organizational function and a set of processes for

creating, communicating, and delivering value to customer and for

managing customer relationships in ways that benefit the organization

and its stakeholders. In Practice, Marketing is not done only by the

marketing department-it needs to affect every aspect of the customer

11

Gen Y…

Recruiter/Employerexperience and companies know that every employee has an impact

on the customer. Marketing follows a logical process and it is too

handled delicately till end. In competitive world, Marketing performs five

key functions in an organization:-

(1) Strengthening the brands and organization image.

(2) Measuring Marketing Effectiveness

(3) Gathering meaningful customer insights

(4) Driving new product development based on customer needs

(5) Utilizing new marketing technology

18. To meet the above objectives and goals, not only marketing rather all the

departments have to work hard while remaining hand in glove for the ultimate

progress of that firm. The employer would always be on the look to have experience

employees who could positively contribute towards firm’s goals and objectives. This

would only be possible if firm’s hires mature consistent, hardworking dedicated and

enthusiastic people in the firm while following the complete selection and recruitment

process at merit. Few question that employer would interested to ask from his

employees, are as under:-

Q No.1 Introduce yourself?

Ans. Sir, my name is Muhammad Usman.

Q No.2 Why are you attracted to our organization?

Ans. It is the vision and mission which has attracted me to do a job in

your organization.

Q No.3 Why did you leave your old job?

Ans. It was sort of sedentary and not the challenging one.

Q No.4 What kind of salary are you looking for?

Ans. This is definitely linked with the performance and my expectation

are about Rs.100,000.

Q No.5 What are your expectations of a future employer?

12

Gen Y…

Recruiter/EmployerAns. My expectations are that he should be encouraging with broad

vision.

Q No.6 Describe an experience and the methods you used to convince

someone who initially disagreed with you to follow your

recommendation.

Ans I believe in demonstration and practical performance as you

know that seeing is believing.

Q No.7 What is the hardest decision you made in the last two years?

Ans While working in a firm and not utilizing the effective resources

and latest technology in the field of marketing.

Q No.8 What is the biggest risk you have taken and what was the

result?

Ans. Adaptation of Marketing as a profession in the situation of

uncertainty.

Q No. 9 Create an advertisement for yourself.

Ans. Curriculum Vitae and use of Pana flex sheet describing the

following

a. Carrier aims and objective.

b. Professional qualification and expertise.

c. Achievement and future ambitions.

Q No.10 Give an example of an innovative product.

Ans. Innovative product is the one which gives an added advantage

while remaining in the same cost factor for example Proteins

shampoo giving advantage of oil and dandruff free or Lubricating

oil giving extra care to engine of vehicle while carbon particles.

Q No.11 Market and position a product to which you have brand loyalty;

now do the same for its largest competitor.

Ans. Positioning of a product in marketing and placing a firms a place

where it could attract its customer as well as develop and

strengthen its relationship.

Q No.12 How would you target new consumers to try an aging brand?

13

Gen Y…

Recruiter/EmployerAns. Its previous performance and its brand.

Q No.13 How would you market us to our clients?

Ans. By utilizing communication tools, brochures, thanks giving

messages and exhibitions etc.

Q No.14 Give an example of your using data to make a decision.

Ans. Customer and price data product appreciation and feedback

statistics.

Q No.16 What sets you apart from other candidates I am talking to

today?

Ans. It is dedication and communication skills that stand above all.

Part 4

Sample of Career as Financial Manager

19. Financial managers are responsible for ensuring the financial health of an

organization, division, or department within an organization. Financial managers are

typically at the top of the reporting structure for a given area of responsibility, and

may report directly to an executive such as a chief financial officer. The primary

focus of a financial manager is to oversee and assist in an organization’s financial

planning through budget analysis, forecasting, and other operational reviews.

Financial managers may also make investment decisions on behalf of their

employers and source and acquire long and short term financing through loans,

stock offerings, and other measures. Financial managers ensure that the institutions

for which they work are operating within compliance of state and federal regulations,

as well as industry best practices, while working to ensure a healthy financial

position for their employer

20. Expectations of Gen Y from CFO (Chief Finance Officer)

a. I will be treated as a good employ of the organization.

b. Job incentives should be given to me.

14

Gen Y…

Recruiter/Employerc. As per my requirements and issues my needs to be full fill by the

management.

d. An attractive salary package should be given to me.

e. A nice working environment will be provided to me.

f. Promotion incentive on the bases of experience and performance

would be there.

g. Performance evaluation criteria should be equal for all the employees.

21. Satisfaction Leeds to Happiness. We need to define what makes

someone happy or unhappy in the first place.  It comes down

to a simple formula:-

22. We have some questions in our mind regarding the job which we are going to

start as follows:-

a. What is the work environment like here?

b. What do you think people like the most about working here?

c. What are the characteristics or traits of your top people?

d. What are your core values, and what traits do you look for in your

employees?

e. What makes this company superior to your competitors?

f. If I were to ask your customers and competitors about this company

what would they say?

g. What is the average tenure of the people working here?

h. How would you describe the managerial style of the person I will be

working for?

i. What is the strategic direction of the company?

j. What value can this position lend to the strategic mission?

k. What impact can I have on the organization?

15

Gen Y…

Recruiter/Employerl. How does this position help make your job easier? (For your future

boss not Human Resources)

m. How will my performance be measured?

n. What are your objectives for this position in the first year?

o. I can accomplish that will tell you I have done a good job in my first

year?

p. What is the greatest challenge I would face in the position?

q. How do my skills seem to line up with your needs?

r. How did the last person who had this job perform?

s. What one thing would you have added to the person who had the job to

make them better at it?

23. Some important questions which help the employ to full fill his expectations

are:-

a. What are the biggest challenges the person in this position will face?

b. Can you describe a typical day or week in the position?

c. What would a successful first year in the position look like?

d. How will the success of the person in this position be measured?

e. How long did the previous person in the role hold the position? What

has turnover in the role generally been like?

f. How would you describe the culture here? What type of people tends

to really thrive, and what type doesn’t do as well?

g. How would you describe your management style?

16

Gen Y…

Recruiter/Employerh. Thinking back to the person who you've seen does this job best, what

made their performance so outstanding?

i. Are there any reservations you have about my fit for the position that I

could try to address?

j. What is your time line for getting back to candidates about the next

steps?

Part 5

Recommendations

24. Recruiter / Employer Catering to the Workforce of the Future. With Baby

Boomers fast approaching retirement age, employers are beginning to tap into

resources from younger generations, such as Millennial, to help replace the

aging workforce upon retirement which will provide a deficit of positions across a

variety of industries and locations. Not only will the Millennial generation be

helping to fill positions left behind by retiring Boomers, but their upbringing allows

them to bring a fresh, new perspective to the workplace making them valuable to any

organization.

17

Gen Y…

Recruiter/Employer25. Employers can attract and retain skilled workers from the Generation Y by

offering competitive salaries, career track, flexible schedules, and making sure

individual employees feel challenged and appreciated.

26. There are many factors that these professionals take into consideration when

evaluating a job offer, and although salary is important, they are taking the entire

benefits and compensation package into account before making a decision.

27. To accommodate the wants and needs of the next generation workforce,

employers will have to complement their traditional compensation and

benefits packages with unique workplace attributes and company culture.

Employers can better attract, retain and motivate millennial workers by incorporating

these tips below:-

a. Provide Leadership and Feedback. Millennial look to their leaders

as role models and have a strong desire to learn from them. They work

hard to achieve the goals their managers set for them and expect to

receive honest and constructive feedback based on their performance.

b. Offer Unique Benefits. Although this generation wants to be

financially compensated for their efforts, they also value non-traditional

benefits. Millennial are attracted to organizations that offer unique

benefits such as: a game room, an exercise room or healthcare

membership reimbursement, peer nominated awards, casual dress or

free movie tickets etc.

c. Promote Team Collaboration. Millennial like working with people

they get along with and enjoy being friends with co-workers. Employers

should create an office space that allows co-workers to share ideas

and interact with each other and promotes teamwork. Some ideas to

encourage employee interaction include: building an office with low

cubicles, establishing strategic teams to focus on various projects and

tasks or utilizing a company instant messaging system.

18

Gen Y…

Recruiter/Employerd. Give Back to the Community. Many members of the Millennial

generation are showing an interest in community involvement and

environmentally-friendly initiatives. When searching for a job, many of

these professionals are attracted to employers who have community

service projects in place. Employers should establish a community

service program that fits within their company culture and make sure to

communicate it to potential employees on the company’s website, in

job ads, interviews and company collateral.

e. Create a Fun Environment. This generation wants to look

forward to going to work every day and wants to enjoy a fun, friendly

and creative environment in which to work and grow as an individual.

Millennial are attracted to organizations that promote company

gatherings, such as annual team building events or summer barbeques

that give employees a chance to have fun and get to know each other

at work.

f. Support Growth Opportunity. Make sure individual employees feel

challenged and appreciated. This generation wants to learn and likes to

participate in projects that allow them to gain valuable hands-on

experience.

g. Be Flexible. Millennial like to work hard, but they still desire a life

outside of work and are looking for work-life balance. Employers who

offer flexibility in employee work schedules such as summer hours,

flex-time or work-at-home programs can increase the chance of

attracting and retaining these workers.

h. Recommendations for Marketing Position

(1) Marketing department must be given due importance to its work

force.

(2) Trained and qualified staff should be the hub of all activities.

19

Gen Y…

Recruiter/Employer(3) Work force must clear about knowledge, skills, abilities and

behaviour.

(4) The employees recruited in marketing must be dedicated and

well conversed about their portfolios in a desired manner.

Conclusion

28. This study provides some initial knowledge about young graduates’

expectations of the job market and their future employers. Among employer brand

attributes, young graduates from Generation Y, on the whole, have a preference for

job security and a relaxed work atmosphere. However, their expectations are not

homogeneous what leads to discuss the relevance of the concepts of Generation Y

and generational segmentation. The results also show that the Internet is far from

being the first medium used by these young ‘digital natives’ graduates for the job

search. This research highlights the risks associated with the use of the concept of

Generation Y in the field of recruitment. This study has some limitations that can

affect its external validity. First, the decision to question only first degree graduates

limits the possibilities of generalizing the results. Second, the conjoint analysis

measured preferences for attributes. While great care was taken in the choice of

attributes and their respective levels, as well as construction of the profiles, certain

attributes could have had different meanings for the respondents. Finally, this study

suffers from the lack of previous research on the subject and on the same

population, limiting the possibilities of comparison. Additional research is therefore

essential, notably in order to improve the external validity of this study. This must be

demonstrated by reproducing it in other contexts and with different populations (for

example, graduates with a Master’s degree, who has different preferences from

graduates with a first degree, those with no degree or new graduates in other

countries). This research deals with new graduate job seekers as they begin their

search. However, some studies show that firms’ recruitment processes and recruiter

behaviours influence applicant. Recruiters have an indirect effect on attraction by

influencing perceptions of important job and organizational attributes. Future

research could study applicants’ preferences before and during the recruitment

20

Gen Y…

Recruiter/Employerprocess in order to compare them and to understand the evolution of their

preferences for job attributes and employer brand benefits.

21