The new rules of recruiting address the ways applicants' expectations have changed with relation to their search for a job. Even with the unemployment rate loosening a bit over the past few months, these practices remain in force. Applicants have realized that simply acquiring a job is not the target. The correct target is acquiring the right job; something they can stay with for a considerable period of time. For this reason alone, it has become imperative that employers do a better job of attracting applicants based on their values and expectations.

In my previous column, The New Rules Of Recruiting, I outlined five new rules of recruiting:

• "They" don't care that you're hiring.

• "They" have noticed that "all's fair" is part of the new business ethic.

• "They" may know more about your organization than you do.

• "They" conduct a reference check on your organization before applying.

• "They" tell lots of their friends if they like, or don't like, what they hear an

Here are six more rules:

"They" don't know what vesting is and wouldn't care if they did.

Applicants from younger generations have little desire to remain with the same firm for the 10, 20, or 30 years that it takes to make most pensions meaningful. Many are focused on the immediate cash they receive with every paycheck. Pensions are only meaningful to them if the investments are portable.

In addition, there has been an economic shift from higher paying manufacturing jobs to lower paid service positions in the past decade. This, in turn, has had a significant impact on the purchasing power of younger generations. While many may want to build a nest egg for the future, their cost of living does not allow for it.

If you want to attract younger people for the long term, the benefits you offer have to be meaningful to them. Place yourself in the position of the twenty-something who is trying to establish him/herself. With 40-plus years yet to work, retirement benefits are low on the scale of priorities compared to rent, gasoline and credit card payments. Longevity bonuses, flexible hours, more vacation days, and, most importantly, a stimulating work environment are the keys to a younger worker's heart.

Younger generations do not equate security and employment in the same way older generations have. There is nothing wrong with offering a 401K plan for those who are interested. But don't expect someone who is working to build the downpayment on a house to contribute.

"They" focus on the values messages in recruiting promotions.

As I travel the nation, I still see thousands of signs announcing "Positions Available, Accepting Applications" and "Now Hiring." The truth is no one cares. If you not appeal to an applicant's core desires from the first moment he or she looks at the promotion, you will never attract the person's attention. Some of these individuals may still come to work for you, but only for the paycheck. You will not have captured their hearts and minds.

What do you have to offer applicants that will attract their immediate attention? How can you phrase these perks and benefits in such a way that they capture the instantaneous interest of those who might glance at the promotion? If you don't know, go to those within these age groups in your own organization. Ask them to come up with the ideas. (Just be careful not to dismiss those ideas you find unsuitable. They may be very appealing to those you are attempting to attract.)

"They" ask questions that you thought no one asked in polite company.

To the dismay of many in older generations, politeness, as a practice, appears to be eroding. Employers have told me a host of stories about what they consider to be rude, pushy and even obnoxious behaviors among applicants. They list inappropriate questions, overly casual attire and demanding attitudes among these offensive acts.

Those in younger generations respond by saying, "Get over it. The purpose of an interview," they argue, "is to obtain the information necessary to make an informed decision. You can't dance around the subject and make nice. Ask the questions that need to be asked. Who cares what I look like as long as we both keep our ends of the bargain?"

There obviously has to be a happy medium here. Employers have both a right and an obligation to set parameters and expectations. But don't let the rituals of the past impair your ability to recruit and hire effectively.

"They" expect you to follow through in a timely and consistent manner. Even as the economy has slowed down, those filling front-line positions are still in short supply. Managers who interview on a Monday may find their best applicants gone by Wednesday. Younger applicants have learned that they can "shop" for an employer.

While employers may not feel the sense of urgency that applicants do, it has become critical that decisions be made within the schedule announced. If the applicant is truly interested and you have done a good job of recruiting him or her, then that person will wait for the answer. But s/he will only wait to the point at which you said you would make a decision. After that, all bets are off.

"They" decide and act quickly.

Younger generations have grown up on images and information that move faster and faster. With this inbred impatience, one can understand their desire to get on with what's new. Besides, they know the consequences are few if they choose to move to another employer a month later.

"They" protect their personal assets first.

Younger generations look at each job they work as a contract. They will do what is best for them. This should not be perceived as selfishness, but as a focus on the balance they desire in life. Many have watched their parents throw everything they had into a job only to be laid off after long years of service.

They have felt the unintentional neglect of those parents who "lived to work" and have sworn they will never do that to their families.

The new rules of recruiting are here to stay. How well you adapt will determine your "people success" in the future.

Published: March 8, 2002

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Robert Wendover is the Managing Director of the Center for Generational Studies which conducts research, produces seminars and publishes resources on how the generations relate to one another in American society. For more information about generational trends, please visit Robert's Web site at www.gentrends.com. You can contact him at 1-800-227-5510 or wendover@gentrends.com.