EDITOR’S COMMENT
ATTRACTING
AND RETAINING
TALENTED
YOUNG PEOPLE
KERRY DE MENDONCA, TALENT ACQUISITION LEAD AT
ALTRON KARABINA
A
ttracting young people is not
difficult due to the number
of graduates entering the job
market and the high unemployment rate
in our country. The challenges are to find
candidates that are the right fit for the
business and to retain them after a year or
two, once they have gained experience.
We find there is a gap between what
graduates are being taught at a tertiary
education level in terms of their ability
to translate their technical skills to solve
relevant business problems.
For us as a channel partner, it is
important to find candidates that have an
interest in business and a strong business
acumen. This enables them to understand
our customers’ Digital Transformation
challenges and opportunities from a
business rather than a technology point of
view. With this in mind, programmes such as
We Think Code are invaluable to companies
as they deliver readily available talent with
the necessary hard and soft skills who can
join a business and add value.
We run an intensive programme for
graduates where they learn about the
different product and services suites
within specific areas of business. They
16
get to shadow a senior
representative in that
specific segment of
the business, and we
provide them with
coaching, specifically
soft skills as well
as presentation
and customer
engagement skills.
Once they’re
onboarded and upskilled
to make them fit for the
business, the next challenge is
to retain them. After a candidate has one or two-years’ worth of
experience, they will find it fairly easy to secure a job at another
company with the ability to deliver value almost immediately and at
a reasonable cost. One of the main drivers at their level is the ability
to earn a higher income. For this reason, they become more fluid;
if an opportunity arises where they can receive a salary increase,
they will take it.
We make use of several methods to retain younger employees.
Engaging with them is very important. We find out what they want
from the company in terms of their career goals, and even personally
to some degree, and how we can help them achieve them.
Interestingly, this isn’t only a conversation; younger employees
want to see a tangible plan. It is also vital that they see themselves
fulfilling a meaningful role inside the company, which in turn links
to their cultural and personal values. Social engagement is another
aspect to consider; create opportunities for young people to engage
and connect with their colleagues on a social level.
There are a number of ways companies can make themselves
attractive to young people. Younger employees enjoy flexible
working hours, the ability to work remotely and an inclusive work
environment. In addition, placing them with a leadership structure is
critical as they want colleagues that lead by example, show interest
and see them as an asset to the business. Companies should see
employing young people as a strategic opportunity to utilise their
talent and transform themselves.
We make use of several methods to
retain younger employees. Engaging
with them is very important. We find
out what they want from the company
in terms of their career goals.