Interesting Stuff

The Values Revolution: A graduate’s perspective


With terms such as “graduate scheme” and “pension plan” slipping gradually out of our vocabulary to be replaced by “zero-hour contract” and “unpaid internship”, 2015 can be a daunting time to enter what is already a very competitive job market.

Whilst we are told that we will only start to repay fees once we earn over £17,000, this only offers a small respite when you learn that the interest on the loan will build year on year no matter what you are earning.

Besides these personal financial challenges, the environment suffers from carbon emissions and global energy industries, financial markets still reel from the 2008 crash and power seems to be ebbing away from political leaders and into the hands of conglomerates and lobby groups.

Before you despair reader, stick with me because as I write to you today from the deck of the good ship Global Tolerance there seems to be a change in the air, one that has been transforming and maturing for some time but one that seems to me, to be more tangible than ever.

Whilst one would think that a pressurised job market would see the task of recruitment and HR ease up, for some companies, it has proved to be the opposite.

Galvanised and empowered by social media and a better grasp of how organisations across the three sectors operate and clear ideas about how they should operate, the millennial generation are discerning in their choice of employer. The Values Revolution report shows that 62% of millenials want the company they work for to make a positive impact and half choose purpose over salary proving the old adage that “money is not everything”.

A person will spend, on average, ten years of their life at work and for an increasing number of people this is proving to be simply too important to work for an organisation that does not share their same values. This fact is explicated by a recent poll showing that 53% of millennials work harder if their company are making a difference and it is for this reason that I approached Global Tolerance and asked to be part of their organisation.

The question is, can this ground be regained by organisations across the three sectors haemorrhaging talent and struggling to find the right staff to regain this lost ground?

If employers, from all sectors, hope to retain talent, they must talk and more importantly walk a set of values that complement those of a new generation of people. They must endeavour to contribute positively to society as a whole and operate sustainably.

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