How the UN is attracting and retaining millennials

Employers across all sectors are increasingly aware of how millennials differ from previous generations when it comes to careers — both in their motivations and ambitions. The prospect of a lifelong career doesn’t have the same appeal for today’s young workforce and millennials are generally more interested in roles that offer flexibility or opportunities to see the world, or careers that will allow them to make a positive contribution to society. While global development employers may not be able to compete with the salaries of the private sector, they do have a lot to offer to this type of millennial. Liz Huckerby, chief of integrated talent management at United Nations Development Programme, discusses some of the ways the U.N. is successfully attracting and retaining millennial talent. Employer brand Jobseekers today are looking to work for an employer that aligns with their values and vision. In a recent Devex survey, 60 percent of jobseekers said it was important to find a work culture that fits their preferred working style. The same survey showed that an employer's “mission, culture, and values” was the second most important thing for a candidate to know before applying to a job. Having a strong employer brand is therefore important in competing for talent and this is something that continues to attract applicants to the U.N. Our brand is “very compelling,” says Huckerby, because “who wouldn’t want to come and work in the United Nations and try and change the world?” According to Huckerby the organization receives many applications for every job because this compelling employment proposition differentiates them from other employers. The organization is also deliberate in who it hires, explains Huckerby, and the brand — which promotes the organization as a place where you can have a real impact — helps attract “like-minded people who want to contribute and make a difference,” she adds. Huckerby believes that young people, millennials in particular, are looking for purpose in their work and want to be able to contribute to society. “They also want to work for an organization which has values that aligns with theirs,” she adds. “That’s great, and we have absolutely those.” Talent development Investing in your employees is key to holding on to them. Providing talented individuals with the chance to advance their career and explore different paths will prevent them seeking these opportunities elsewhere. Part of the team Huckerby oversees works on learning and development, which includes nurturing and cultivating talent, identifying succession, and investing specifically in those who show talent and promise for future leaderships positions. She also oversees the teams that manage the organization's talent pools — for both senior leadership positions and junior talent development, where they are looking at how they can “bring in a pipeline of young smart people.” The agency also operates a talent pipeline throughout their national offices where some staff “have huge potential,” says Huckerby. The aim is to facilitate career growth within the organization for those country staff who are interested in international careers or leadership positions in other countries. Flexibility Consultancy gigs have always been common in global development due to the project-based nature of donor agreements and programs. Shorter-term contracts can be very appealing to some professionals as it allows them the time and freedom to travel, work on other things, or perhaps study between consultancy gigs. The U.N. offers lots of consultancy positions and have “pretty flexible options,” says Huckerby, adding that UNDP is currently working with more people who are not staff employees than those who are. Opportunities within the UN system Working with one agency means you are working as part of the “U.N. family.” For young people who want to have a career, work internationally, or with different agencies, this is a great thing, says Huckerby. “We have many different arms of our U.N. family that our people can work in,” she shares. “What we have found is that as an employer, our employment proposition is pretty attractive to young people,” Huckerby explains, “because yes they can move around and they can travel and they can be paid to do it. And not many organizations can actually offer that.”