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Business 52 August | 2022 designed to discover what makes a new hire tick. "Find out why the person came to your company,' Phin suggests. "Did he or she choose your company for the pay? e type of work? e location? Because a friend works there? e answers will help you design a program that encourages new employees to stay aboard." New employees must also be trained properly. Many Gen Z-ers are older than previous generations when fi rst entering the workforce, and they might be new to business environment. ey need to learn the right behavior and attitudes. Training for Gen Z-ers must be done a specifi c way. "We often tend to think of training in terms of linear steps," says Dorsey. "But younger people are not like that. ey are more outcome driven, so they need to see the end scene fi rst." Show newcomers what success looks like, then walk them through while they have the endgame in mind. Provide specifi c examples of expected performance. Employers can ensure successful onboardings through frequent check-ins during probation periods. ALL ABOARD Go where the prospects are. Give them the data they need. en onboard new hires in a way that makes them stay. Employers can win the modern war for talent by combining those three elements into a powerful recruitment and retention package. "If you want to get the most out of Gen Z-ers, you must support them on every dimension," Craig informs. "If you do that, they will perform, and they will tell their friends to come work at your shop. And when they do leave, they'll post good things about your company on Glassdoor.com." Above all, employers must create a dynamic workplace that catches the eye of Gen Z-ers. "It's easy for people in business to get caught up in what they do," Phin says. "But it's who they are that makes the diff erence. Employers who are attractive don't have to worry about fi nding anybody." Ghost Busters: How to Solve the No-show Problem You hire a bright prospect who sounds enthused. You schedule his or her fi rst day on the company calendar, and he or she don't show up. You've been "ghosted." It's a common phenomenon in this tight labor market where people can apply for a job with the click of a button, and counteroff ers can lure away the best of the best. "When people accept a job today, we have been given permission to sell them on showing up for their fi rst day of work," says Jason Dorsey, president of e Center for Generational Kinetics in Austin, Texas. "So we need to take the right steps before their fi rst scheduled day to keep them engaged and excited." Employers can muffl e the siren call of competing job off ers by doing these two things: 1. Placing a call to the candidate to establish a personal relationship and to emphasize why the new hire is perfect for the company. 2. Following up with a series of texts providing details about the new position, useful information about perks and bene ts, and invitations to call or text back with questions. Faced with a one-to-one approach such as this, the fl attered candidate will feel that he or she is not going to work for some anonymous company but for an individual with whom he or she has established rapport.

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