How to hire graduates in a post-pandemic landscape

Hiring activity may be slowing down, yet millions of eager graduates are preparing to face their first job interviews. It seems like the perfect opportunity for organisations to increase hiring activity, particularly in a job market that has become increasingly competitive since the pandemic.

In 2010, about 23% of people 16–64 were not in work (‘inactive’), which decreased to 20% just before the pandemic. Since the pandemic, however, and since many people lost or left employment, unfilled vacancies are at a record high.

Yet, with so many statistics and reports offering various viewpoints, there’s one undeniable pandemic effect that recruiters should consider: what people want from work has changed. ManpowerGroup playfully refers to the effects of the pandemic on the labour market as the Great Realisation, encompassing the balancing act between talent scarcity, digital transformation and what workers want.

In this article, we’ll focus on what employers can do to entice graduates, and what organisations can do to create attractive environments where talent wants to stay.

What are graduates looking for?

Demand for skills, and graduates that have them, is at an all-time high. Over 32 million people in the UK are currently employed. And according to the Institute of Student Employers (ISE), the number of graduate vacancies is 20% higher than before the Covid-19 pandemic. To say the job landscape is competitive would be an understatement.

To paint a clearer picture of how an organisation might compete in this talent market, it’s beneficial to know what might attract graduates in the first place. Gen Z prospects are not only entering the job market for the first time, they’ve studied under the shadow of the pandemic with all its associated ups and downs. A Student Covid Insights Survey (SCIS) conducted by the Office for National Statistics (ONS) says students reported lower levels of life satisfaction, life worthwhile and happiness, and higher levels of anxiety, compared with the general population.

It's important to acknowledge the disruptions that occurred while students were obtaining qualifications, so organisations can make better and more empathetic recruitment decisions. For instance, students may have had to isolate themselves from Covid-19 with people they didn’t know. 29% of students reported being dissatisfied or very dissatisfied with their academic experience in the 2020 autumn term.

What's more, 53% of students reported being dissatisfied or very dissatisfied with their social experience in that same term. These experiences may have affected behaviours and expectations. Gen Z anxieties around the cost of living and climate change may also be contributing factors. As industry expert Lynn Cahillane, Head of Marketing at Totajobs commented: ‘With a widely reported skills shortage, employers have the opportunity to showcase a clear commitment to reducing carbon emissions and help tackle the climate crisis. A step which could make the difference in attracting the UK’s most sought-after workers.’

Jackie Henry of Deloitte UK says: ‘The last 15 months have heightened anxiety and stress among the youngest members of the UK’s workforce. Wellbeing must become a strategic priority for organisations of every size. Businesses must shake off the stigma around mental health in the workplace.’

Those organisations that emphasise wellbeing are well-placed to attract Gen Z prospects looking for empathy. During interviews and the onboarding journey, encourage your managers to ask graduates about their pandemic experiences. Interviewees may have a lot to share, and passing on the burden of their anxieties to a caring recruiter may tip the balance in wanting to work for you or not. The key is to be authentic – jobseekers would respond better to recruiters and hiring managers that show they genuinely care.

Retain graduate talent by nurturing a culture of wellbeing

Interviewing and onboarding is one thing, and having a caring and empathetic working environment is another. Of course, flexibility is all-important to Gen Z prospects who want to take ownership of their time, whether that’s in an office or remote. According to the BBC, employees aged 18–29 are most interested in a hybrid work set-up, working two to three days a week from home and the rest in an office.

Gen Z graduates like flexibility, and they place wellbeing high on their wish lists too. According to a 2021 Employee Benefits, Health and Wellbeing Survey, job perks are increasingly a top priority for top young talent and 90% of graduates. The survey cites the most popular perks as being travel vaccinations, mental health days and greater flexibility.

In creating a strategy for nurturing a caring, empathetic culture that focuses on employee wellbeing, organisations will need to think about hybrid working models. An Owl Labs study showed that 76% of employees are worried that their employer will not adapt their workplace, policies or in-office requirements for hybrid work. When the percentages are this high, new hires may feel the same.

To retain the hard-earned talent you’ve recruited, enable and encourage your managers with the specific tools and skills they need to create a great working environment. Whether it’s office-based or remote, it doesn’t matter. Flexibility is key to ensuring a more harmonious culture in which graduates and current employees can thrive.

Graduates want career development

According to StandOut CV, graduate job applications increased by 41% in 2021 in comparison to the year before. There will be plenty of keen graduates looking for a great organisation to work for. Your priority should be to get the pick of the crop before your competitors do.

A great place to start is in committing to both of the above: do your homework on understanding the desires of Gen Zers and graduates, and assess how flexible you are as a business. Of course, these aren't fixed tasks or concepts. Flexible organisations know they need to adapt to evolving circumstances.

If you have a solid technology platform you can use to facilitate better onboarding, you’re off to a good start. For example, do you use e-signatures instead of hard copies? Have you implemented recruitment automation software, and video tools for conference calls and remote interviews?

In particular, focus your attention on training and career development. Two-thirds of undergraduate survey respondents expected their first full-time graduate job to provide them with formal training when they first started. Graduates have high career expectations, so organisations that provide clear development paths stand a better chance of retaining top talent.