In this webinar you will discover that generational differences do not affect recruiting top talent. Across all of the generations there is much in common. They share attributes, goals, preferences and practices that can be effectively leveraged for recruiting success. According to conventional wisdom, successful recruiting now requires that we carefully tailor our sourcing and selling strategies to the differences among America’s generations. It’s certainly a logical perspective given the real differences in values, behaviors and aspirations among the groups. But here’s the rub: we aren’t recruiting generations, we’re recruiting talent. So, what’s important is not what makes talented people different, but rather, what makes them alike. And, the most talented among Millennials, Gen Xers and Boomers have a lot in common. They share attributes and goals, preferences and practices that can be effectively leveraged for recruiting success. In this program, you will learn: * The key attributes that the best talent of all generations have in common * How those attributes coalesce into a unique persona – the “Career Activist” * The empirical data confirming the rise of career activism among top talent * The conceptual foundation for a recruiting strategy targeting Career Activists * The Best Practices for sourcing and recruiting Career Activists in all fields * How to optimize the candidate experience for Career Activists For more, visit http://www.monsterthinking.com

1. The Non-Generational Talent of America’s Workforce Presented by: Peter WeddleAuthor and Columnist February 2, 2011 If you cannot hear the presentation through your speakers please dial 800-584-2088 to listen through your phone line. http://www.facebook.com/monsterww @monster_works @monsterww http://www.monsterthinking.com/ http://www.youtube.com/user/MonsterVideoVault

2. Ageless Upskilling

3. Our Recruiting Challenge Difficulty The War for Talent The Labor Market The War for Any Talent The War for the Best Talent Time 1991 1997 2001 2008

4. What is the Best Talent? Rare skill holders Certain IT professionals Machinists Engineers Nurses  Deter a performance deficit Rare performers McKinsey & Co. Report “A” level talent The missing cohort  Gain a performance edge

5. The Conventional Strategy Focus on Work Values

6. The Non-Generational Strategy Career Activists Focus on Aspirational Values

7. Career Activists Individuals who: See themselves not as a free agent, but as a “freed agent” The true definition of work-life balance See themselves not as a job seeker, but as a “person of talent” The true definition of talent

8. Their Aspirational Values Career Activists have a number of shared values, but among the most important are: They believe in continuous self-improvement Act as a “work in progress” They seek to excel at their work Proactive about career advancement

9. You Already Recognize Them 20042008 Hiring bonuses 61% 70% Pay above market 25% 31% Market adjustments 55% 65% Retention bonuses 27% 38% Source: SHRM

10. Proof of Their Arrival American workers determined to perform at their peak as freed persons of talent

11. How Do You Recruit Them? Don’t focus on their differences; focus on the A-values they share They seldom look for a job Aspiration-based advertising They care deeply about organizational culture and vision Aspiration-based corporate career site They expect to be respected Aspiration-based recruiting process

12. Aspiration-Based Advertising Work-Based Job Postings A cure for insomnia Generic or exclusive Requirements & Responsibilities Informational Aspiration-Based Job Postings An e-brochure Targeted What it’s like to work there Persuasive Whether distributed to job boards, social media sites or both

16. An Aspiration-Based Process great 3 integrated processes covering 16 touch points that influence 1 hire Sourcing the Candidate e-Brand statement Advertising venue selection Non-advertising sourcing Brand and Job advertising Application method/feedback Career site design/mgmt Pre-qualifying screen(s) Assessment test(s) Interview logistics Interviews Feedback/status information Background checks Relationship building Offer communication Post offer communication Reinforcement INTEREST Evaluating the Candidate  An expectation that comes true EDUCATION Selling the Candidate ENGAGEMENT

17. An Expectation That Comes True “Our success depends on your success. Our ability to accomplish what we set out to do is based primarily on the people we hire – we call each other ‘partners.’ We are always focused on our people. We provide opportunities to develop your skills, further your career, and achieve your goals.” Touch Point #10: Interviews Starbuck’s Way Touch Point #16: Reinforcement Starbuck’s Way

18. Three Truths We don’t hire people for their work preferences; we hire them to excel We can’t promote our organization’s success by focusing on our differences, but we can do so by focusing on our similarities The key to success in the War for the Best Talent is a non-generational cohort of the workforce best described as career activists

19. Thank you & Questions Peter WeddleAuthor and Columnist peter@weddles.com www.weddles.com203.964.1888 Publishing for Individual & Organizational Success WEDDLE’s 2011/12 Guide to Employment Web Sites WEDDLE’s Guide to Association Web Sites Work Strong: Your Personal Career Fitness System The Career Activist Republic Recognizing Richard Rabbit: A Fable for Seekers Research Consulting Training “When in doubt, consider WEDDLE’s … an industry standard.” HRWIRE