Recruitment and Job-Hunting Trends in 2020: Implications for the Changing Workforce and Organization

The Changing Workforce

Read the following article and answer the question that follows

Recruitment and job-hunting trends in 2020

Across the world, there is no denying that the workforce is changing. Not only have workers’ demographics shifted over the years, but so too did the social contract between employers and employees. “Different generations have different values from their lifetimes’ experiences. They all have different ways in which they would either like to manage or be managed,” explains Nadine Mather, senior associate in Bowmans’ employment law practice. 

New entrants to the labour market: Millennials and Generation Z 

Millennials, a demographic cohort born between the early 1980s and late 1990s, are, for instance, causing businesses to reconsider employment practices and policies, according to Bowmans. They note that millennials will make up over 40% of the workforce this year.

“Are you familiar with them? Do you have a few at home?” asks Steven Hatfield, global future of work leader at Deloitte, who also sits on the company’s human capital executive committee. Hatfield was asking about generation Z, the post-millennials born between the late 1990s and now.

It is the latter that human resource practitioners should be focusing on, in order to prepare the organisation for a changing future workplace. Generation Z has begun to enter the workforce. “They are the most digital and mobile generation ever, spending an average of ten hours online per day,” says Hatfield, “It is how they work. It is how they function. It is how they understand the world. What will it feel like when that generation enters the workplace and they cannot do their work on their phone?  Is your business ready for them?”  

The boomer workforce and gig economy

Boomers, born between 1946 and 1964, are living healthier and longer lives, due to technology that improved their quality of life, says Hatfield. Joanne Macris, managing director of recruitment agency Abantu Resources, adds that it’s essential that companies retain this particular talent by further developing skills and offering benefits for long-term retention. Organisations also have a broad continuum of options for finding workers now, from hiring traditional full-time employees to using managed services and outsourcing, independent contractors, crowdsourcing and gig workers, according to Hatfield.

“They are the most digital and mobile generation ever, spending an average of ten hours online per day… It is how they work. It is how they function. It is how they understand the world.” Considering the above, elaborate on how organizations would go about training Generation Z.   (20)

“It’s essential that companies retain this particular talent by further developing skills and offering benefits for long-term retention.” Elaborate on the benefits organizations may offer Boomers for long-term retention.      (20)

“Deloitte gave examples of actions that employers could consider in directing forces of change in recruitment… they can analyse and redesign work, workforce, and workplace options.” Evaluate the options available for organizations for the redesign of work, workforce and workplace options.      (20)

When designing a training intervention within the organisation, it is essential that consideration be given to the employees readiness and motivation to learn.

Assess the meaning of the above statement.

Performance management is a key Human Resource Management function which, when aligned with an organisation’s strategy, contributes much to the sustainability of the organisation. If implemented correctly, performance management can be very effective in assisting individuals, teams and organisations in achieving their goals.

Evaluate the various factors an organisation must consider in order to correctly implement a performance management system.