The enduring struggle that underpins our capitalist society is one between employers and employees. Employers aim to get top-quality talent delivering maximum productivity at the least cost. Meanwhile, employees aspire to get the highest remuneration for their work, while also seeking purposeful employment and opportunities for development. Ideally, both parties meet halfway but at times, relationships may sour leading to detrimental outcomes. So, what do employers and employees expect from each other and how can the equilibrium between the two be maintained to reduce resentment?
A perspective from the spirits industry
Irish Distillers, creators of Jameson among other whiskey brands, provide an interesting view. Joanne Walsh, as the lead for early careers, is responsible for attracting and recruiting emerging talent through varying entry routes, including the Jameson International Brand Ambassador Programme and the graduate and internship schemes at Irish Distillers.
According to Walsh, leadership qualities are paramount and amongst these, the ability to deliver through collaboration holds the greatest weightage. Other key skills include a commendable ability for balance, planning, flexibility to work in diverse teams and collaboration skills within and across teams. This is because the job processes involve different teams and hence employees need to accustom their timelines accordingly.
Walsh also stresses the need for a growth mindset in potential employees, an idea initiated nearly four decades back by Carol Dweck from Stanford. Dweck observed that individuals usually have a “fixed” or “growth mindset”. People with a fixed mindset believe their capabilities are ingrained and see no merit in additional efforts if they lack a natural flair for something. Conversely, individuals with a growth mindset believe they can surpass their obvious abilities if they put in adequate effort, or simply stated, they can surmount challenges.
Walsh emphasises the qualities they prefer in potential recruits – those that have an eye on the future, who are innovative, and can map out their visions into progressive strategies. Candidates thriving in demanding and dynamic conditions, those who are genuine and welcoming, possess the zeal to receive, give, and exchange opinions in transparent, considerate, and bona fide manners are held in high regard. Additionally, being audacious and adaptable, overcoming tough circumstances, and utilising past experiences as learning opportunities are traits they appreciate.
Walsh points out their inclination towards fostering varied teams. It’s not merely about establishing inclusivity; robust teams, marked by a spectrum of ideas, generate superior concepts. He mentions a preference for potential employees that are customer-oriented and can harness technology to augment customer value. This stands in favour of fresh graduates interested in content creation and marketing through social media.
At the Irish Business and Employer Confederation, Kara McGann, who leads the skills and social policy division, acknowledges that employers value individuals who embrace learning and adapt to incessant amendments instigated by technology, innovation, and regulations. Employers desire recent graduates who are receptive to self-improvement and establishing connections and networks. Echoing Walsh’s views, McGann highlights the importance of being approachable.
Neither Walsh nor McGann specifically mentioned seeking graduates from particular fields like business, IT, or food science. Many companies today appear to prioritize skills over academic qualifications, and the ability to demonstrate the desired traits and competencies.
So, how do recent graduates demonstrate their skills? Walsh shares their approach at the interview stage. Potential recruits may be asked to recount instances where they gave positive feedback. This could be from an overseer role in a part-time job or probably through volunteering activities such as spearheading a college club or a society event. Furthermore, they may be asked to share their experience of receiving feedback.
Graduates ought to only include traits such as adaptability, collaborative spirit, boldness, agility, and authenticity on their CVs if they can back it up with concrete examples during an interview. Otherwise, it’ll be clear they’re misrepresenting themselves.
McGann discusses the concept of what constitutes a poor match from an employer’s viewpoint. It’s evident when a candidate adopts a scattershot approach with their CV and brings nothing but canned responses. On the other hand, employers appreciate a candidate who’s considered their compatibility with the company and the unique qualities they can bring. A memorised reply has no value, while the candidate’s drive, dedication, and experience speak volumes more clearly.
Walsh acknowledges that desirable characteristics go both ways. Employees have their own checklist just as companies do. Surveys of new recruits reveal a longing for control and independence. They desire significant tasks, illustrated in their satisfaction when they see their products on the store shelves as evidence of their work.
New recruits also seek comradery, smooth professional relationships and friendships amongst their colleagues. Once they’ve settled in, their focus turns to career progression. The management’s job is to make sure that there are opportunities for continuous growth so as to retain their talented employees.
One characteristic of the company that recent graduates greatly value is the accessibility to upper management. The lack of multiple layers makes them feel connected with the leadership. Reviews and feedback from both sides, on areas of strengths and areas that need improvement, are greatly encouraged.
With regular performance evaluations, organisations push their employees towards growth. Though this might come across as harsh, these checks and balances are there to encourage goal-setting, facilitate constructive feedbacks, and present avenues for them to expand their skillset.
Lastly, McGann states that modern graduates are particularly concerned with a company’s ethical stance. They question the company’s commitment towards a diverse, equal, and inclusive workspace, and their focus on sustainability. If the values diverge too much, they might find it hard to acclimate to the work environment.
McGann, together with professional career advisor Sinéad Brady, assert that it is essential for graduates to have real chances for career growth. “Graduates have the opportunity to receive feedback and assistance at work when businesses genuinely support career advancement,” states Brady.
A desirable workplace will eagerly create situations for its workforce to gain knowledge within and outside of work by facilitating access to different courses. Companies would guide their workers towards these courses, usually footing the bill or subsidising the cost and even permitting study leaves in some cases.
The act of enhancing skills, offering training to workers and backing them up in their professional journey serves as a key incentive for graduates. Brady warns that the absence of such support is undoubtedly a huge concern.
McGann concurs that for graduates, it’s not just about the immediate role; they are also greatly concerned about their long-term career evolution.
“Is there opportunity for growth and progress in this job? Every employer is aware that we are encircled by a quickly changing market wherein jobs consistently transform and vanish. Hence, we need to maintain pace with ongoing professional education in order to stay competitive. Embracing lifelong learning positively is crucial,” McGann advises.
Graduates indeed desire to enhance and evolve, but companies can erect hurdles. Brady mentions that there exist certain “non-promotable tasks” (NPTs) allocated to the workforce, which essentially form the adhesive that binds a workplace.
These might encompass noting down meeting minutes, aiding in planning events or managing challenging clients. These tasks are deemed non-promotable when they are overlooked or unappreciated, particularly during a performance appraisal.
“You should indeed do things that are mentioned in the job description,” Brady adds. “Everyone has to bear with a portion of NPTs, but not everyone gets them assigned. It becomes problematic if you continue to tackle more than your fair share years after you’ve been employed, a situation often faced by women.”
She adds that for graduates, workplace satisfaction matters tremendously. Therefore, it’s wise to gauge the opinions of colleagues and others in their professional setting about the existing culture, support systems and expectations.
When evaluating potential companies as a recent graduate, there are several significant signs to take into account. Consult those who have previously been employed by the company. Investigate their employee retention rates to understand the average length of service – potentially through LinkedIn research – and use Glassdoor.ie to explore how it feels to be an employee there.
She asserts that one should not endure poor behaviour, noting that there is never a justification for rudeness, ignorance or discrimination.
Lastly, the issue of wages and salaries naturally arises.
According to McGann, like all other people, graduates are no exception in the eyes of recruiters who are perpetually scanning the graduate recruitment landscape to ensure their competitiveness in attracting top-notch talent.
However, this isn’t the sole factor to contemplate. The opportunities offered by specific companies also need careful consideration. Will it satisfy your variety of needs and preferences? If a company offers a superb environment and a handsome salary, but fails to meet your other requirements, is it an optimal choice? Assessing all these aspects is key.