Demographic change, Gen Z & Co. in trainee recruiting

Instant feedback, quick access to information, and individual development: with Generation Alpha (born from 2010), the next generation is already waiting in the wings. At the same time, Gen Z (born between 1995 and 2010) remains a hot topic in companies. Added to this are falling birth rates and thus demographic change. It is noticeable in trainee recruitment, both in terms of fewer applicants and fewer qualified applications.

As part of a certificate program for professional consulting, Jessica Förster at the Göttingen Employment Agency examined the effects of demographic change on recruitment. She asked our colleague and training officer Eileen Zimbal for insights from a business perspective on current questions.

Jessica Förster: Is it becoming increasingly difficult to find suitable trainees? How does this become apparent?

Eileen Zimbal: Yes, the number of incoming applications is decreasing, but so is the number of suitable candidates. Moreover, many young people are unaware of the job profiles we offer. We particularly notice this when searching for IT trainees for the specialist area of data and process analysis. This is still a relatively unknown training path due to the reorganization of IT training professions. In our company, this focuses on working as a consultant for our customers in the Microsoft Dynamics environment. It is important to understand customers and their needs in order to find suitable solutions for them.

Jessica Förster: Are there any changes compared to previous years?

Eileen Zimbal: The recruiting phase is shifting more and more into the year in which the training starts. Back then, I applied right after the summer vacation to start in August of the following year. Today, there is no longer a clearly recognizable peak phase. Many students only apply after the end of the year, and some even after they have finished school. In addition, many people first take a gap year. Our training programs are demanding, so we generally look for high school graduates or outstanding junior high school students. However, high school graduates typically decide to attend university. This causes us additional difficulties, as it further reduces the pool of potential applicants.

Jessica Förster: What strategies do you use to recruit trainees?

Eileen Zimbal: We work together with secondary schools at our training locations and offer internships throughout the year. The Future Days, where students can get a first impression of the world of work at our company, are also very popular. We also rely on personal contacts – for example, through our employees. Traditional job ads or broad online campaigns without a target group focus are less effective.

We notice that young people respond particularly well to personal experiences and authentic encounters. We continually adapt our communication strategy and review which measures are most effective. We also clearly see that the employer’s image and visibility are crucial. So it’s an advantage to have a strong reputation and visibility at the training locations.

Jessica Förster: What has your recruitment behavior been like in recent years, and how do you anticipate it will change in the future?

Eileen Zimbal: In the past, it was enough to simply advertise apprenticeship positions. Today, we have to approach our target group proactively – through events, social media, or direct contact at schools. We tend to choose digital media, are more personal in our communication with young people, and are more creative in our approach. We need to keep a close eye on our target group and continually refine our way of addressing them.

Jessica Förster: What does your target group look like? What do you expect from applicants?

Eileen Zimbal: We are looking for motivated young people with a strong interest in IT. These could be high school graduates, university dropouts, or career changers with previous vocational training. We also welcome secondary school students with good grades. What matters most is motivation and enthusiasm, as well as a certain degree of self-organization and a high willingness to learn.

More about training at Arineo

Jessica Förster: Have you had to adjust your expectations/requirements/criteria (upwards/downwards)?

Eileen Zimbal: We are looking for motivated young people who bring commitment and dedication. That situation has not changed. What has evolved, however, is our understanding of the target group. By working with personas, we now understand what young people expect from an employer and adapt accordingly. Ultimately, what counts most is the impression we get of the applicants in the interviews. Technical knowledge is undoubtedly a plus, but not everything. More importantly, does someone have enthusiasm for the subject? Do they show motivation and curiosity? Do they have development potential?

Jessica Förster: What makes you particularly attractive as a training company for young people?

Eileen Zimbal: Right from the start, our training program offers real responsibility, flat hierarchies, and a respectful environment. Trainees are involved in real projects from the outset, experience teamwork as equals, can and should help shape our company, and receive individual support. Of course, we expect commitment, but we offer our trainees individual development prospects beyond their training – that’s a real plus for many.

Jessica Förster: Have certain target groups become more important in recent years, such as young refugees or university dropouts?

Eileen Zimbal: Yes, university dropouts are an exciting target group because they often already bring self-reflection and a clear interest. We’ve also successfully integrated career changers with initial experience in technical fields. For these groups, it is important to provide orientation and lower the barriers to entry.

Jessica Förster: According to existing studies, Generation Z has particular expectations regarding work-life balance, participation in decision-making, meaningful work, environmental issues, further training opportunities, flexible working hours, and working from home. What experiences have you had?

Eileen Zimbal: We notice that participation, flexibility, and a good atmosphere are becoming increasingly important. Many people don’t just want to “function”; they want to actively shape things and understand the purpose behind their work. As a company, this presents us with challenges, but also offers excellent opportunities to further develop modern working methods together.

Jessica Förster: To what extent are you as an employer willing or able to meet the expectations of the next generation?

Eileen Zimbal: We have a lot to offer: a cooperative organization, flat hierarchies, development opportunities, a feedback culture, and hybrid working models. Of course, there are limits; for example, it’s not possible to work from home for the entire training period. We believe that close guidance is only possible on-site and that learning at the workplace is essential for integrating into the company and its culture, as well as building a long-term connection with the organization.

Ultimately, it's not so much about accommodating the younger generation, but about finding the right people for our teams and ensuring a good working relationship across all generations in everyday working life. Demographic change is a particular challenge that we can only overcome together.