More than half of workers aged 16 to 24 intend to change jobs in the next five years, according to a Léger survey consulted by The duty.
Commissioned by the Conseil du patronat du Québec (CPQ) and the Order of Chartered Human Resources Advisors (CRHA), the study of the Québec labor market, conducted among more than 800 respondents, concludes that in a context of shortage of workforce, the “volatility […] is here for good”.
While 90% of 16-34 year olds believe that it is “possible to have a fulfilling career by progressing within the same company”, just over 30% of them believe that “changing jobs frequently is “important” to “having a fulfilling career and continuing to learn”.
Hard-to-retain employees
The observation “may be a little disconcerting for employers”, but should not hinder them from financing the training of their workers, estimates the director general of the Order of CRHA, Manon Poirier.
All age categories combined, nearly 40% of workers feel that their training has not prepared them well for the labor market. Mme Poirier would like the Legault government to “facilitate work-study work-study even more”, and “encourage internship programs” at the college and university level.
Moreover, if a flexible schedule is the most effective retention measure for all age groups, the offer of training and mentoring comes in second place for workers aged 35 and over. The strategy is less effective with 16-24 year olds, who place greater importance on the company’s equity, diversity and inclusion policy. As soon as they are hired, they “demand more transparency,” explains the president and CEO of the CPQ, Karl Blackburn.
The issue of diversity has been raised more widely by companies in recent years, acknowledges Ms.me Poirier, but “in general, organizations do not always feel very equipped”.
In addition to the wage increase, it is better benefits, such as a pension fund, or more vacations, which can retain workers aged 25 and over. Those aged 16 to 24 attach much less importance to it, and are more interested in better working conditions.
Moreover, 81% of respondents, all ages combined, say they work overtime. And “the younger the respondents, the more they tend to [en] do it regularly”. A finding that should lead employers to clarify their expectations, judge Mme Pear tree.
But beyond these few effective retention leads, 19% of young people aged 16 to 24 do not know “what could make them stay in their business”, compared to 7% among those aged 25 and over.
Increased demand from candidates
Have young people always enjoyed browsing among employers? It’s “difficult” to say, replies Mr. Blackburn, “because we didn’t have any data” on this age category. “Based a bit on our personal experience, I think these are things that are completely normal, but which are probably amplified [par] the severe labor shortage. »
Today, the labor market is “completely different. […] The pressure is more on the employers than on the future employees”.
Young people aged 16 to 34 are indeed less patient with the recruitment process. More than 80% of them believe that it should last less than a month, and nearly one in four young people in this age group have already withdrawn their application due to the complexity of recruitment.
These expectations “put pressure […]but we understand this impatience”, comments Mme Pear tree. “In some organizations, it takes months to get feedback, it’s completely unacceptable. »
In this “perennial” context of labor shortage, employers are in greater competition to hire. In the past year, nearly one out of two workers aged 16 to 34 has been approached by a headhunter.
“There really is an appetite on the job market, because there are huge needs,” summarizes Mr. Blackburn. Companies need to be smart and then not let the right candidate slip away. »