
The key to personal branding, like any good marketing, means telling a story, but things like personal websites, Twitter profiles and Facebook pages are just the beginning. Every story needs a middle and an end. To get to the happy ending of a successful job search, however, means finding that middle ground between personal objectives and professional experience. While your story should be written with an external audience in mind, selling yourself externally requires looking internally.
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The perceived shortcomings of Millennials are well documented: we’re know-it-alls, arrogant, pushy, and want to get hired higher up the ladder than the bottom rung we deserve. There’s a perception that social media is the silver bullet for reaching Gen Y candidates and consumers, but paradoxically, these online networks seem to be the launching pad for perpetuating these myths and stereotypes.
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While Generation Y is in the midst of booming into the workforce, the job market for millennials is anything but booming. The truth is, there seem to be fewer and fewer jobs available, a matter further complicated by the fact that many members of the emerging workforce have been pigeonholed into stereotypes that aren’t necessary reflective of reality.
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Whatever happened to Generation Y? Used to be a time when every employer out there couldn’t talk about anything else. They were going to invade our workplaces with their newfangled tools and fancy technologies, and we were rolling out the red carpet, helicopter parents and all.
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I hate the insinuation that it’s easy to make it as a millennial. Because while we’ve canonized the hopes and dreams of every high school and college student that the path to fame and riches is as easy as scribbling some code onto a frosty window at Harvard, I’ve learned firsthand that the reality really isn’t so simple.
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In 2012, the first members of Gen Y turn 30. And while thought leaders and academics continue to depict millennials as this strange, unprecedented breed to be studied and analyzed (Bieber fever being an obvious symptom), that generation’s cutting edge has been busy acclimating into the workforce, where they’ve been for over 5 years. Of course, this potentially disruptive force on the workplace entered a market where the workplace was already disrupted by forces far stronger than helicopter parents and socialized narcissism.
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According to conventional wisdom, successful recruiting now requires that we carefully tailor our sourcing and selling strategies to the differences among America’s generations. The assumption is that we can’t recruit a Millennial the same way you recruit a Boomer, and we can’t recruit a Boomer the same way we recruit a Gen Xer.
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Brad Karsh is the President of JB Training Solutions and an expert on the topic of working with millennials, provides some insight into why managing Gen Y employees is different and what organizations must do to respond to the changing expectations of the emerging workforce.
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Eric Winegardner is the VP of Client Adoption for Monster.com. We turned the tables on Eric and put him in the director’s chair to conduct a 2-part interview with Gen Y HR pro, Ben Eubanks of UpStartHR.
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December 14, 2011
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