accenture-strategy-2016-grad-research-gig-experience-unleash-talent

1、Thegigexperience:Unleashing the potential of your talent and your businessInsightsfromtheAccenture Strategy 2016 U.S. College Graduate Employment StudyBy David Smith, Katherine LaVelle,Mary Lyons and Yaarit SilverstoneThe 2016 college graduates arecomingandif yourealargeemployer they might not be in

2、terested in you. Are you prepared to offerexperiences that attract and retain the best of this new generation ofworkers?In this, the fourth yearofconducting the Accenture Strategy U.S. College Graduate Employment Study,a familiar but disconcerting pattern emerges. A new crop of grads enters theworkf

3、orceeager, prepared, passionate, committed and willing to work hard. One or two years later, many of those same grads, having experiencedthe realities of the workplace, feel disillusioned, underemployed and undervalued.What gives?Analysis of our data shows that the issue is, at least in part,about t

4、hecommitmentof organizations to thegrowthand advancement of a generation of workers with new and distinctive needs and expectations. Grads are wary of large companies. They want a more personalized employee experience and theyre not getting it. They want interesting and meaningfulwork, but theyre no

5、t getting it. They want an open and engaging culture and theyre not getting it.If largecompanies expect to attract and retainthe best and brightest talent, they need to offer a different kind of employee experience.2 | The gig experience: Unleashing the potential of your talent and your businessUniv

6、ersity grads are passionate,committed and willing to work hard but maybe not for your organizationPassion and commitment are more than apparent across this years university graduates. Asked why they chose their primary major in college, 69 percent said it was because they were passionate about their

7、 area of study. Bycontrast, just 42 percent said itwas because there are abundant job opportunities in that field and only 23 percent indicated that their choice was influenced by how much money they could make.Despite an often widespread belief thatmillennialsare serial job hoppers,69 percent of th

8、is years grads expect to stay with their first job for at least three years. One-third indicated they would stay for five years or longer.They expecttowork hard, too. More than half (51percent) arewillingto have meetings or conference calls outside standard business hours. Fifty two percent are will

9、ing to work in the evenings or on weekends. And almost three-fourths of grads (72 percent) are willingtorelocate or move to another state for a job offer.Whatkind of employeeexperienceis desired by new and recent universitygraduates? Corporate culture matters to this generation. In fact, 70 percent

10、of new grads and 74 percent of recent grads would choose to work at an organization withanengaging, positive social atmosphere evenifitmeant accepting a lower salary.74 percentof recent grads wouldchoose to work at an organization with an engaging, positive social atmosphereAlmost all (92 percent) o

11、f 2016 graduates say it is importantto be employedat an organization that demonstrates social responsibility. Salary and benefitsaside, 30percentof2016graduatessaidthey believeopportunities to make a difference or meaningful work are important for an employer to offer.3 | The gig experience: Unleash

12、ing the potential of your talent and your businessNew and recent grads arelookingfora“me” experienceManyrecentgradsfeelunderemployedanddisillusioned. The percentage of recent grads who feel underemployed working at a job that actually does not require their degreehas risen 10 percentage points (41 p

13、ercent to 51 percent) over the past three years.51%49%46%41%Morethan half of recent graduates surveyedin 2016 feel they are underemployeda number that has climbed steadily2016201520142013Grads believe that large companies are one of the culprits. In fact,44 percent of new grads want to work either f

14、or a medium-sized business or a small, entrepreneurial or start-up business. Just 14 percent of thisyears grads want to work for a large corporationa number that has steadily fallen over the years.20%Only 1 in 7graduateswants to workfor a large company16%15%14%2013Whats up withthat?201420152016Ouran

15、alysissuggeststhatthenextgenerationofemployeesfearbeinglostinthedense forest of alargecorporation.Theyareconcernedtheir individualneedsandtalentswillbeneither noticednornurtured. They arelooking for more of a “me” experiencewheretheir passions will be acknowledged and their career path customized to

16、 their interests.4 | The gig experience: Unleashing the potential of your talent and your businessToberelevant,organizationsneedto provide multiple career paths and varied, engagingexperiencesComing over the horizon is a new development that could radically alter the relationship of employers and wo

17、rkers: whatsbeingcalledthe“gigeconomy.” In this workforce arrangement, organizations contract with workersonlyforparticularassignmentsor“gigs,”rather than offering ongoing, full-time employment.Thatsa development to which our new college grads say: “No thank you.”Contractual,freelanceworkarrangement

18、sappeartobeanon-starteramong newer hires and this years job seekers.Instead, grads are looking for stability and a longer-term commitment fromemployers. A majority of new grads (55 percent) seek full-time employment withan organizationso theycan take advantage of health insurance and other benefits.

19、 That number increases to 62 percent among recent gradsthose who left university in 2014 or 2015. Just 3 percent of new grads and 2 percent of recent grads prefer to work as a freelancer or independent contractor.Butthegigconceptis intriguingif appliedtointernalcorporateexperiences.Whatif advancemen

20、tin a companyis less about “ladders” and more about “jungle gyms” that offers many different ways to get to the top? Instead of gig contracts, what if companies could offer gig experiences internally project-based work, lots of lateral movement, lots of on-the-job learning, coaching and real-time fe

21、edback, and lots of ways toadvance?Grads are looking forstabilityandlonger-term commitment from employers5 | The gig experience: Unleashing the potential of your talent and your businessFor organizations wanting to attract the best and brightest, creatingan internal gig experience offers compelling

22、benefits: better learning experiences, bettervarietyin careerdevelopmentand the intriguing possibility of keepingtoptalentengagedintheever-changingstrategy of an organization.Education is seen as a key to advancement by this years grads. They areincreasingly indicating they will require continuing e

23、ducation in the form ofadvanceddegreestofurthertheircareer37percentof2016graduates compared to 27 percent of 2015 graduates. But theyre looking for a different educational experience from their employers. Grads maywant some formal training. But the corporate training environment is much different to

24、day, emphasizing on-the-job experiences, coaching, collaboration and self-directed learninglearning strategies appropriate for a gig approach. Sixty-eight percent of 2016 grads expect to pursue on-the-job learning, while only 50 percent expect to pursue employer- provided formal training. This gap i

25、s even larger among recent grads: 58 percentexpect on-the-job learning, withopportunities for real-time coaching and feedback, while only 38 percent look to formal training.The corporate trainingenvironment ismuch different today, emphasizing on-the-job experiences, coaching, collaboration andself-d

26、irected learning6 | The gig experience: Unleashing the potential of your talent and your businessHow to create an internalgig experienceGraduates crave a culture that will both accelerate their growth and fulfill their passions. By creating a project- and team-based environment internally, organizat

27、ions can providemoreflexibilityandopportunities to workacross different roles and environmentsmultiple, project-based experiences with both lateral and vertical advancement and a small company “feel.”Newgradsvaluethesecurityofapermanentposition,but at the same time are looking to build their skills

28、through project-based positions and job rotation.Herearesome to-dos thatcanhelpemployersdeliveraninternal gig experience.Hyper-personalize your talent strategyIn a world where consumers can purchase everything customized, digital natives do not accept a one-size-fits-all approach to development and

29、advancement from theiremployer.Tailorand implementacomprehensive entry-level talent strategy centered around a personalized and individualized approach.Orient employee value proposition, hiring andcareer paths toward a dynamic work environmentTraditionally,hiring hasbeenoriented tospecific jobprofil

30、esasingleflight plan. Today, employers need tolookfor talentthat has thecapability to be flexible and can work in different roles and environments. Organizations looking to create a more agile workforce, as well as new grads looking for multiple experiences, can benefit from this approach.7 | The gi

31、g experience: Unleashing the potential of your talent and your businessConnect employees work to the purpose ofthe organizationAs noted, the feeling of being underemployedworking at a job that actually does not require their college degreeis rampant among recently hired graduates. Not every assignme

32、nt can necessarily stretch an employee, but providing better job rotation and roles connected to the purpose ofthe organization can offer a more fulfilling employee experience.Re-imagine the learning and development experienceLearning needs to be more informal and experiential. Training and developm

33、ent must be hyper-personalized, as wellmoving employees to different assignments in a team-oriented environment, supported with coaching and conversations geared towards development.Think ”agile”The world today has moved to sprints and scrums and just-in-time delivery and design thinking. These expe

34、riences can now be extrapolated into all areas of the company to create a talent strategy that is more agile.Provide a small-team feelCreate a sense of ownership and empowerment, and ensure you provide a positive atmosphere and small-team feel with personal attention to new grads.8 | The gig experie

35、nce: Unleashing the potential of your talent and your businessCreating an engaged andchallenged workforceThe2016universitygraduatesarecommitted,passionate and optimistic about their job prospects, but are increasingly feelingunderemployed.Gradsareseekingemployersthat offer challenging and meaningful

36、 work, a commitmentto corporate social responsibility, ongoing learning opportunitiesandafunworkplaceculture.Thisnewcrop oftalentisespeciallyconscientiousandseekingafulfilling employeeexperience in their first job. They are increasingly looking at workplace culture and benefits other than salary as

37、important factors when making career decisions.Employers will need to provide a culture and opportunitiesattractivetodigitalnatives.Byorientinglearning,jobroles and advancement toward an internal gig experience, organizations can offer a type of employment that will keep newemployeesengagedandsatisf

38、iedwiththeirwork.9 | The gig experience: Unleashing the potential of your talent and your businessJointheconversationAccentureStratAbout AccentureAccenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technolog

39、y and operations. Combining unmatched experience and specialized skills acrossmore than 40 industries and all business functionsunderpinned by the worlds largest delivery networkAccenture works at the intersection of business and technology to help clients improve theirperformance and createsustaina

40、blevaluefor their stakeholders. With approximately 373,000 people serving clients in more than 120 countries, Accenture drivesinnovationtoimprovethewaytheworldworksand lives. Visit us at .Accenture-StrategyContactthe AuthorsDavid SKatherine LaVMary LAbout Accenture StrategyAccenture Strategy operates at th