就在不久之前，企業要想招聘應屆畢業生，辦法還非常簡單，要么是辦招聘會、見面會，要么是直接把人叫到公司里面試，然后錄用那個給你留下印象最深、工作熱情最高的那個人。如果一名應屆大學生通過公司網站發簡歷，他會自動收到一封“感謝您與我們聯系”的電子郵件，潛臺詞就是“不要打電話給我們，有需要的話我們會打給你的?！?/p>

以前的套路，可不就是這么樣嗎？

但是現在，你可能正在越來越多地聽到或者經歷到截然不同的情形。很多招聘者都抱怨說，“95”后是一群特別難伺候的求職者，特別是2019屆的大學畢業生。芝加哥獵頭公司LaSalle Network最近對全美3000名即將畢業的大四學生進行了一項調查，結果顯示，有76%的應屆畢業生尚未接受任何工作，盡管其中的大多數人從去年9月就開始找工作了。

另外，“95后”尤其令招聘方不爽的，是他們一旦有更好的機會就想著跳槽。

一位不愿透露姓名的資深校園招聘人士表示：“如果你真想聘用某個特定的候選人，這個過程比以往任何時候都像一場談判。他們可能同時盯著幾家公司。他們可能前腳剛跟你談妥，后腳就說不來了。你就得一直問：‘我們在你的單子上排第幾位？你怎樣才能加入我們？’”

另外，就業市場上還出現了越來越多的“游魂”式求職者。

“有的時候，你定下來的求職者跑到別的公司工作了，甚至都不讓你知道，這種情況并不鮮見?！盙artner公司的人力資源副總裁布萊恩·克羅普表示：“他們的入職日期都過去了，他們就是不出現?！?/p>

當然，“95后”雖然是最難捉摸、最難伺候的一代，他們最終也得在某個地方工作。這里有五種辦法可以讓你的公司進入他們的候選名單。

1、用技術手段簡化申請流程

據美國勞動力統計研究咨詢機構代際動力學中心（CGK）在去年年底對幾千名“95后”的調查發現，60%以上的“95后”每天只愿意花不到15分鐘的時間申請工作。CGK的“95后”研究專家杰森·多爾西表示：“你應該用在線應用獲得求職者的聯系信息，然后再聯系他們了解更多細節。你也可以將這種快速的初次接觸方式作為向求職者宣傳你的公司的一種手段，反復跟求職者對話?！?/p>

2、加強個性化體驗

Gartner公司的布萊恩·克羅普指出：“他們這一代人，尤其是其中最受歡迎的人才，非常希望得到獨特的、個性化的體驗，而且他們希望這種體驗能夠迅速實現。所以如果他們發來簡歷的話，給他們發一封千篇一律的回復，已經不合時宜了。正確的做法是，應該立即給每個求職者發短信，說‘咱們見面談談吧’這類的話，然后附上你的名字?！笨肆_普表示，這種辦法“確實需要更多的時間和精力”?！暗@就是當前競爭的代價?！?/p>

3、多用社交媒體

要聘用“95后”，首先要了解他們常去的地方。根據CGK的研究結果，比起“85后”的哥哥姐姐們，20多歲的年輕人們更喜歡通過Facebook、YouTube、Instagram、Snapchat等社交網絡做出求職決定。杰森·多爾西建議道，可以在整個招聘過程中插入一些簡短有趣的視頻，特別是可以在YouTube上發表一些顯得“原生態”的視頻，比如一個“95后”的員工如何在你的公司度過了一天，并且讓他們坦率地談談他們的工作內容是什么，以及他們為什么喜歡你的公司。同理，你應該好好檢查一下公司的Facebook頁面，看看它是不是帶著一股濃濃的企業公關味兒？在“95后”看來，這可一點也不酷。

4、多談技能發展

培訓項目、繼續教育、新訓營、研討會……“95后”的學習欲是非常強的。Gartner公司的專家們發現了一個有趣的現象，在決定去哪兒工作上，比起薪酬待遇的高低，“95后”反而更加關心技能能否得到增加和提升，克羅普表示：“作為第一代的‘數字原住民’，他們在短暫的人生中見證了大量的技術變革，而且他們知道這種變革一直在加速。他們注重保持技能的新鮮度，避免自己的技能過時，所以聰明的雇主和招聘經理都會強調這一點?！?/p>

5、鼓勵員工推薦朋友

多爾西建議道，如果你已經有了“95后”的員工，你可以讓他們將他們的朋友也介紹來，“這是吸引‘95后’人才的最好方法之一”。只不過這里還有一個小問題，按照很多公司現行的推薦政策，被推薦人來公司上班滿一年后，推薦人才會拿到一筆推薦獎金。多爾西認為：“對于多數‘95后’員工來說，這個時間太久了，根本不值得為此浪費精力?！彼ㄗh將推薦獎金分成三部分：在新員工入職時支付一部分，六個月后再支付一部分，新人入職滿一年后再支付第三部分。有些公司已經在這樣做了，而且他們對“95后”的推薦率和錄用率都有顯著增加。

最后要說的是，“95后”還有一個地方與“85后”有很大不同。如果你的公司真的招來了2019屆畢業生，他們在升職上的耐心可能只有“85后”的一半。LaSalle Network公司的調查顯示，大約有40%的“85后”希望每隔一到兩年能得到升職。而在2019屆畢業生中，希望畢業后一到兩年內就得到升職的比例則達到了76%。

如果你真能達到這個目標，那可厲害了。（財富中文網）

安妮·費希爾是職場專家和問答類專欄作家，是《財富》雜志21世紀工作生活指南專欄“Work It Out”的作者。

譯者：樸成奎

Not so long ago, campus recruiters could sign up all the entry-level talent they needed by sticking with a pretty straightforward script: Turn up at job fairs and meet-and-greets, talk up opportunities at your shop, make job offers to the most impressive and enthusiastic prospects, and hire them. If a soon-to-be grad sent a resume via the company website, he or she got an automatic “thank you for contacting us” email, the corporate equivalent of “don’t call us, we’ll call you.”

Ah, those were the days.

More and more, you’re probably hearing—or, heaven help you, experiencing—something quite different. Gen Z (born between 1995 and 2000), notably the college class of 2019, is hard to please. Consider: 76% of soon-to-be grads have yet to accept a job offer, according to a new nationwide poll of 3,000 graduating seniors from Chicago-based recruiters LaSalle Network, even though most started their job search last September.

There’s more. Gen Zers are becoming notorious for changing their minds when something better comes along.

“If you really want a particular candidate, the process is much more of a negotiation than it’s ever been before,” says a veteran campus recruiter for a major consulting firm, who asked for anonymity. “They’re looking at several offers, so after they accept yours and then back out of it, you have to keep asking, ‘Where do we stand on your list? What would make you come and join us?'”

“Ghosting” is on the rise, too.

“It’s not unusual now for a candidate to start working somewhere else without even letting you know,” observes Brian Kropp, group vice president for HR at Gartner, who oversaw a new study of Gen Z. “Their start date comes and goes and they just don’t show up.”Ouch.

Even the most persnickety and elusive Gen Z talent will, of course, end up working somewhere. Here are five ways to get on their short lists.

1. Use technology to make applying quick and easy.

The Center for Generational Kinetics (CGK), a workforce demographics research and consulting firm, surveyed thousands of Gen Zers late last year and found that over 60% are willing to spend 15 minutes or less on a job application. “You really need to use an online application mainly to get the person’s contact information, so you can reach out to them for more details later,” says Jason Dorsey, CGK’s Gen Z expert. “You can also use that quick initial contact as a way to keep marketing your organization to these candidates, returning to the conversation over and over as if it were a half-filled cart on Amazon.”

2. Make it personal.

“This generation, especially the most in-demand talent, expects a customized, personalized experience, and they expect it to happen quickly,” notes Brian Kropp at Gartner. “Sending an automatic one-size-fits-all email response when someone sends in a resume just won’t cut it.” Instead, he says, “Text each applicant immediately, saying something like, ‘Let’s meet and talk!.’ Sign it with your name.” This approach “does take a lot more time and effort,” Kropp adds. “But it’s the cost of competing now.”

3. Get busy on social media.

To hire Gen Z, spend more time where Gen Z hangs out. Twenty-somethings are far more likely than their Millennial brothers and sisters to make career decisions by scoping out YouTube, Instagram, Facebook, and Snapchat, according to the CGK study. “Insert short, entertaining videos into the whole recruiting process,” says Jason Dorsey. Especially effective are YouTube videos that “come across as ‘unfiltered,’ like a day in the life of a GenZer who works in your company, with candid conversations about what they do and why they like it.” Likewise, take a hard look at your Facebook page. Does it carry a distinct whiff of corporate PR? Not cool.

4. Talk about skills development. A lot.

Training programs, continuing education, boot camps, workshops—Gen Z is hungry for ways to keep learning. Interestingly, Gartner’s latest Gen Z research suggests that, when it comes to deciding where to work, this cohort cares more about adding and updating skills than about pay or benefits. “As the first ‘digital native’ generation, they’ve seen a truly amazing amount of technological change in their lifetime, and they know it’s always accelerating,” observes Kropp. “They worry about staying current and avoiding obsolescence. So smart recruiters, and managers, are emphasizing that.”

5. Encourage referrals by sweetening the deal up front.

Asking the twenty-something employees you already have to refer their friends “is hands down one of the best ways to attract Gen Z talent,” says Jason Dorsey. Just one hitch: Many companies’ current referral programs pay the referring employee only after a resulting new hire has been on the job for a year. “For most Gen Z employees, that’s just too long a wait to be worth bothering with,” Dorsey says. He recommends splitting up referral bonuses into three parts: Some cash when a new hire signs on, another payment after six months, and a third installment when a year has passed. In companies that have done this, he’s seen Gen Z referrals (and hires) jump.

Incidentally, here’s one more way Gen Zers differ from Millennials: Once you manage to get them on board, the Class of 2019 is almost twice as impatient as its older siblings to start moving up. The LaSalle Network poll notes that 40% of Millennials, in a different survey, said they expect to earn promotions every one to two years. By contrast, the number of 2019 grads who expect to be promoted within a year or two of starting their careers: 76%.

Nice work if you can get it.

Anne Fisher is a career expert and advice columnist who writes “Work It Out,” Fortune’s guide to working and living in the 21st century.