Digitization and automation in companies are changing the world of work significantly. This also affects recruiting processes. The aim of this paper is to question previous recruitment measures and to develop sensible recommendations for action for Recruiting 4.0 so that the demands of Generation Z can be incorporated.
Demographic change poses major challenges for companies because the changes in recent decades have also led to a shift in generational values. With Generation Z, a new generation is entering the labor market. This generation has a clear idea of how its working world should be shaped. This generation's expectations of their future workplace are shaped by their observations of the older generations around them.
However, their expectations contradict previous developments in the world of work. In addition, companies and Generation Z have conflicting visions of the future about how work should be shaped. Companies demand more flexibility, but Generation Z wants security, clear structures and sets limits. In order to convince Generation Z as an employer, future recruitment measures must be redesigned. Companies are forced to deal with Generation Z's expectations of the world of work and to further develop existing measures and strategies in HR work in order to win over the scarce talent.
Table of Contents
1 Introduction
1.1 Problem statement
1.2 Objective
1.3 Structure of the paper
2 Change in the world of work
2.1 First and Second Industrial Revolutions
2.2 Digital Revolution – Working World 4.0
2.3 Demographic change
2.3.1 Historical development
2.3.2 Shortage of skilled workers – the "War of Talent"
3 The transformation of recruitment
3.1 Recruitment
3.1.1 Classic recruitment
3.1.2 Limits of classic recruitment
3.2 Personnel marketing and employer branding
3.3 E-Recruiting in the Age of Digitalization
3.3.1 Opportunities of e-Recruiting
3.3.2 Limits of e-Recruiting
4 Changing values from Generation X to Generation Z
4.1 The generational concept
4.2 Characteristics: Generation X – "Digital Immigrants"
4.2.1 Characteristics, defining events and values
4.2.2 Requirements for the world of work
4.3 Characteristics: Generation Y – "Digital Natives"
4.3.1 Characteristics, defining events and values
4.3.2 Requirements for the world of work
4.4 Characteristics: Generation Z – "Digital Natives 2.0"
4.4.1 Characteristics, defining events and values
4.4.2 Requirements for the world of work
5 Challenges for Recruiting 4.0
5.1 Analysis of the current situation
5.2 Determination of target group-oriented requirements
5.2.1 Current studies in recruiting
5.2.2 Social Media / Social Networks
5.2.3 Artificial Intelligence / Chatbots
5.2.4 Mobile Recruiting: Application via app / one-click application
5.2.5 Employer Review Portals
5.3 Development of new strategies
6 Critical consideration and conclusion
Objectives and Research Themes
This thesis examines the fundamental transformation of recruitment processes in the face of digital change and shifting generational values. The central objective is to analyze how companies must adapt their HR strategies to effectively attract and retain Generation Z, given their specific requirements for security, structure, and a clear separation between professional and private life.
- Evolution of the world of work from the Industrial Revolution to Industry 4.0.
- Generational shift in values from Generation X to Generation Z.
- Challenges posed by demographic change and the "War for Talent".
- Strategic development of employer branding and target group-oriented recruiting measures.
- Evaluation of digital instruments such as social media, AI, and mobile recruiting applications.
Excerpt from the Book
3.1.1 Classic recruitment
Recruitment deals with the quantitative and qualitative personnel planning, search, selection and recruitment of suitable candidates. The aim is to provide the company with the human resources needed at the required time in accordance with the qualification requirements. Basically, the recruitment channel should always be used, which promises the greatest possible result (Kuster, 2017). Companies see the greatest challenges in recruitment in the target group-oriented selection of recruitment channels and media, formulation of job advertisements and target group definition (HAYS, 2013). In the course of this chapter, the focus is on personnel search and recruitment. For a better understanding, the following figure describes the ideal recruitment process according to Richter and Forster (2002) on the company and candidate pages and explained below.
On the basis of personnel planning and the quantitative and qualitative requirements for new appointments defined there, a distinction is generally made in recruitment between internal and external procurement. (Figure 2). Internal recruitment describes the filling of a vacant position by own employees, the external one consequently the filling by potential (non-company) employees. Subsequently, the necessary procurement measures are determined and initiated. It is hoped that potential candidates will become aware of the company and apply. In this step, the documents received (applications) are processed on the company side. After a pre-selection of suitable candidates has been selected, appointments are made. Depending on the success of the interview, it comes to the offer and at best to the hiring.
Summary of Chapters
1 Introduction: Introduces the impact of digitalization and demographic change on the modern working environment, establishing the research problem and objectives.
2 Change in the world of work: Provides a historical overview of industrial revolutions and the digital transformation, including demographic developments and the shortage of skilled labor.
3 The transformation of recruitment: Explores the shift from traditional to digital recruitment methods, highlighting the importance of employer branding and personnel marketing.
4 Changing values from Generation X to Generation Z: Analyzes the psychological and behavioral differences between generations, focusing on the specific expectations of Generation Z.
5 Challenges for Recruiting 4.0: Examines practical implementation strategies for modern recruiting, covering AI, mobile apps, and social media approaches.
6 Critical consideration and conclusion: Summarizes the findings and discusses the necessity for companies to adapt recruitment strategies to the unique needs of Generation Z.
Keywords
Recruiting 4.0, Generation Z, Employer Branding, Digitalization, Demographic Change, War for Talent, Personnel Marketing, Artificial Intelligence, E-Recruiting, Human Resource Management, Work-Life Blending, Mobile Recruiting, Employee Retention, Digital Natives, Strategic Recruitment
Frequently Asked Questions
What is the fundamental focus of this thesis?
The thesis investigates how companies must redesign their recruitment strategies to meet the changing expectations of Generation Z in the era of digitalization and demographic change.
What are the primary thematic fields covered?
The work covers the evolution of the world of work, the transformation of recruitment processes, generational value shifts, and specific strategies for modern HR management.
What is the primary objective of the research?
The goal is to provide actionable recommendations for Recruiting 4.0 that help companies secure the necessary talent despite an aging workforce and the specific demands of younger generations.
Which scientific methods are utilized?
The research relies on an analysis of current studies, literature reviews on generational management, and evaluation of existing recruiting instruments within the context of digital transformation.
What does the main body of the work address?
The main body evaluates the shift from classic to e-recruiting, explores the unique characteristics of Generations X, Y, and Z, and examines innovative recruiting technologies.
Which keywords best characterize this work?
Key terms include Recruiting 4.0, Generation Z, Employer Branding, Digitalization, and the War for Talent.
Why does Generation Z reject typical business networks?
The text suggests that Generation Z perceives some established business networks as dubious due to privacy concerns and a desire for a strict separation of professional and private life.
What role do employer review portals play for Generation Z?
These portals provide transparency and allow candidates to check the credibility of an employer's image against the actual experiences reported by employees.
How does AI influence the recruitment process according to the research?
AI offers potential for time and cost savings in applicant pre-selection, though it requires further development to achieve high accuracy and objective evaluation of atypical CVs.
- Quote paper
- Cindy Morrison (Author), 2019, Recruiting 4.0. The change in recruitment based on the expectations of Generation Z, Munich, GRIN Verlag, https://www.grin.com/document/1185315
