The future Human Resources offices have quite a task ahead of them. It is already hard
getting the millennial generation to join the workplace now the focus has shifted to the
centennials generation also referred to Generation Z. With a fast changing world rapid
technological advancement is the major determinant. We now live in a world where more young
people are venturing into the business world. These present new and innovative approaches to
business. Where previously the term young professionals referred to persons in their early 20s
we now have to include the centennials. These include persons born between the year 1995 and
2010. These young people are now stealing the spotlight in the business world. These have had
greater exposure to technology and sophisticated devices compared to the millennials. They are
also estimated to be comprised of 2.5 billion young people making them larger than the
millennials. Their distinguishing feature is their digital awareness more so in regards to
application of social media platforms and other technology. They therefore have greater digital
and social ideas to share in a workforce environment.
However most centennials have been socialized into the culture of self-employment and
freelancing jobs. It becomes therefore a mighty great task incorporating them into the workforce
(Horowits, 2015, p.1). Take for instance Brennen Bliss termed a “shining trophy of the entire
centennial generation” who started his own business PixelCutLabs,LLC at the age of 13.
Brennen is a web designer and digital marketer who developed an app that allows one to monitor
home energy use. This specific application won him first place in the International Lexus Eco
Challenge. Over the years he shifted from the tech world to entertainment but still had an eye for
his former passion. He is currently still operating his business earning enough to invest in his
future. His company a Dallas web design and digital marketing company has picked up quite a
vast pool of clientele. This just goes to show that currently even in high schools and colleges
there exist a large pool of talented young persons who would prove highly valuable in advancing
the agendas of organizations by joining their workforce. Surely there is need to consider younger
and even much younger professionals into the workplace (Oladunjoye, 2018, p. 7).
In order to attract these talented young people the future talent acquisition process must be
modified to better suit their needs and preferences .The processes must be more efficient and
attractive to centennials. It is not an easy task to acquire the right talent. Overtime this task has
proved harder for organizations now that they need to appeal to the younger talented generations.
As a result the future of talent acquisition is shifting towards digital transformation. Centennials
have the capacity to adapt new technology, drive innovation and impart change. Therefore talent
acquisition in the future will be modelled to attract centennials into the workforce. Key in this
digital transformation is the use of social media platforms to link talent holders with prospective
employers. This is of course already in play. Take for instance LinkedIn, a social platform that
connects professionals at the same time posts job opportunities. In the future such platforms will
accommodate a wider pool of talented individuals offering greater career opportunities and
efficient job listings and recruitment. Perhaps each company will require their platforms so as to
cut on expenses. Centennials will find this much suited for their needs and encourage them to
join the workforce (Spohrer,2017, p.169).
Yet another key to effective talent acquisition is building proper relationships both online
and offline. This is referred to as “social selling”. It simply refers to a process of forming
relationships through social networks. Most centennials are already used to this. If they are not
subscribed to Facebook, they have a Twitter account or an Instagram account. They are more
interested in digital relationships across various social media platforms. Through strong online
branding that bears creative content most organizations will be able to attract centennials into the
workplace. This will require high tech skills and possibly outsourcing to agencies (Grigg, Gollan
and Martin, 2016, p. 168).
So what specific strategies will be used to get more of Generation Z into the workplace in
order to tap into their talents? Well the first strategy as we have already identified is digital
transformation in the recruitment process. The Human Resource processes will be streamlined
with the current technology by then. These processes of application, application assessments, and
selection of candidates, interviews and evaluation will become less cumbersome using digital
solutions. The easier and less cumbersome the process the more appealing it is to the centennials
(Igel and Urquhart, p.18). Another strategy will be offering greater benefits packages in terms of
health insurance, pension schemes, work leaves and other more attractive ones like holiday
packages, commissions, career development among others. For centennials such benefits will
appeal to them as they would any employee but to them it will be a matter of flexibility and
balance. They will likely conclude that such offers will make them feel less frustrated with being
employed and they have the freedom to pursue their passions despite being employed (Srnivasan,
2012, p. 81).
Creating a means to receive feedback will go a long way in talent acquisition. For
Generation Z giving their feedback makes them feel part of the process. They long to be
involved. From the recruitment phase, they must be allowed to present their view points. The
applicant experience should be satisfactory and easy enough. This will lead to recommendations.
Within the organization the more involved the employees the more open they will be to sharing
their innovative ideas and thus provide the company an opportunity to do internal talent
acquisition. Employee engagement also will increase retention rates and make evaluation more
effective. Greater initiative should also be taken to increase employee satisfaction. The future
workplace will make adjustments for this. Some of the efforts that are more likely to appeal to
centennials include offering career development and learning opportunities. Generation z is a
learning generation. It is characterized by the need to acquire new knowledge and skills.
Companies that will provide such a working environment that allows for growth and
development will likely attract centennials to its workforce (Jain, 2015, p.59).
Generation Z like most prospective employees is attracted to good branding. Most of them
would work for the company that bears the brand they like. Therefore in order to attract and
employ the centennial generation future employers need to develop a strong employer brand.
What is the vision and mission of the company? Companies will need to modify their vision and
mission statements in order to appeal to potential employees. They will also need to market
themselves so as to appeal to the desire of centennials to be attached to meaningful employment,
balanced work-life experience, opportunities for personal and career growth among other needs.
Future marketing strategies will likely be more diversified to appeal to talented young people.
Such marketing strategies will need to be creative and contain appropriate content. Digital
marketing strategies will better appeal to centennials. The application of digital technologies in
the future including the utilization of social media platforms, will make companies branding and
marketing more appealing (Karakas, 2015, p. 237).
The Centennial generation is really not as complicated as we have been made to believe.
The future of the business world lies with this generation. For companies seeking new talent and
an innovative workforce this generation provides the right pool of professionals. The trick lies in
knowing how to tap into this pool. This requires future changes in the workforce planning,
internal and external talent acquisition processes and retention efforts.
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