构建数据驱动的人才角色-如何改进吸引和雇佣年轻人才的方法（英）

1Building data-driven talent personasHow to improve your approach to attracting and hiring young talent 2A new approach to data-driven talent attractionAnalyzing over 200,000 survey responses from university students around the world, Universum uncovers 5 key personas — and gives talent leaders a new tool in their talent attraction toolbox3Introduction4IntroductionIn the upheaval of 2020-2021, one thing remained relatively constant: the hunt for top talent among the world’s most competitive talent brands. A ManPower study found 77-78% of mid-to-large sized companies struggle to fill critical roles inside their organizations.1,2This global skills gap not only drives up the cost of labor, it also robs global businesses of future growth. Korn Ferry’s “Future of Work” series finds that by 2030, more than 85 million jobs may go unfilled due to skills shortages: “In tech alone, the US could lose out on $162 billion worth of revenues annually unless it finds more high-tech workers.”3¹ McKinsey & Company: “Mind the [skills] gap,” Jan. 27, 2021. https://www.mckinsey.com/featured-insights/coronavirus-leading-through-the-crisis/charting-the-path-to-the-next-normal/mind-the-skills-gap² ManPower Group: “The Talent Shortage,” Sept. 14, 2021. https://go.manpowergroup.com/talent-shortage³ Korn Ferry “The $8.5 Trillion Talent Shortage,” 2018. https://www.kornferry.com/insights/this-week-in-leadership/talent-crunch-future-of-work63%MICRO<10SMALL10-49MEDIUM50-250LARGE250+64%72%74%Mid to large companies struggle most to fill needed rolesShare of employers that report having difficulty filling jobs2021 Talent Shortage Survey - ManpowerGroup5To contend with these serious competitive headwinds, global employer brands are in an all-out pursuit to optimize their existing talent strategies, often relying on third-party research to understand what young people look for in future employers. Unfortunately, talent leaders frequently rely on broad-brush averages, which hide important insights about the young people they are most interested in recruiting. While it may be true that just 9% of workers want to go back to full-time traditional work (this according to PwC’s 24th annual CEO survey), what do we know about that 9%?4 Are they more likely to be younger workers who look forward to in-person mentoring with more experienced peers? And when studies point to young people wanting to work for socially conscious companies, how does that compare with other employment factors when making an employment decision? How can employers predict who will choose their company and for what reasons? And is that affirmative group the one your organization most wants to hire? 4 PwC: “Hopes and fears 2021: The views of 32,500 workers,” April 2, 2021.https://www.pwc.com/gx/en/issues/upskilling/hopes-and-fears.html6Talent leaders frequently rely on broad-brush averages, which hide important insights about the young people they are most interested in recruiting7A new analysis from Universum adds hi