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Table of contents

• Introduction
• 1. Analysis of Human resource management and recruitment process
• 1.1 Definition of human resource management
• 1.2 Strategic human resource management
• 1.3 Strategic people resourcing
• 1.4 Recruitment process in organization
• 1.5 Selection process and its methods
• 2. Generation theory and HRM
• 2.1 Strauss-Howe generational theory
• 2.2 Generational characteristics in perception of education
• 2.3 Generational characteristics in perception of career
• 3. Analysis of education and career paths of Russian students
• 4. Analysis of career expectations of Russian students
• 5. Analysis of interviews with HR specialists
• Conclusion
• References
• Appendix 1. Interview with HR manager of Deloitte
• Appendix 2. Interview with HR managers of Unilever
• Appendix 3. Interview with HR manager of Rambler&Co
• Appendix 4. Interview with manager of FutureToday

Figure 1. Impact of HRM on organizational performance

Strategic human resource management is regarded not like strategic planning or formulation of individual HR strategies. It is more about integration of HR plans and ways to reach them. The fundamental of SHRM is to ensure whether organization has enough skilled, committed, engaged and motivated employees to achieve a competitive advantage. First of all, strategic HR is responsible for integration and alignment of HR strategy with business strategy. Besides, HR manager should control the correspondence of implemented activities to the changing environment. As a result, SHRM draws attention to effective ways of capitalization and gaining advantages for the company and contributes to formulation of the business strategy. (O'Riordan, 2017)

Implementation of HR strategies is highly dependent on architecture of organization which includes people management system, best practices in management of employees and adoption of HR functions. HR techniques play a key role in implementation of successful strategy. The most important parts of HR delivery are organization development, talent management, selection programs, talent management, performance and reward systems. All used methods in management of people should be appropriate and tested. Therefore, choosing the right and effective methods of managing people is one of the ways to be competitive for the company. (Keenan, 2015)

1.3 Strategic people resourcing

People resourcing is an essential process used in a company in order to describe employment activities which main aim is to ensure whether organization has enough people to cover it needs. The employment activities include issues of workforce planning, selection and recruitment, retaining employees, attracting and motivating programs, management of employee turnover, talent and absence management. Resourcing is inevitable process in organization which allows to control strategic capability in employment management. Strategic resourcing is concerned not only with number and quality of human resources but also pays particular attention to questions of selecting and promoting staff who correspond the strategic plan of the company and its culture. The main aim of this process is to achieve competitive advantage for the company by recruitment and development programs. (Coyle-Shapiro et al., 2013) The firm ensures that its attraction for employees is higher than its rivals may offer. The main objective is to provide better conditions, opportunities, rewards. Besides, psychological contract which is considered as unwritten expectations between management and employees allow to increase commitment, engagement and create conditions of mutual trust. The integration of human resource management in business strategy of the firm include:

· the number of employees needed to reach business objectives;

· the essential skills and way of thinking required to achieve business strategies;

· the impact of organizational structure which develops along with market development, product innovations, new technologies;

· the corporate culture of the company which includes performance and quality standards, flexibility, teamwork, customer service, personal characteristics and beliefs of employees. (Armstrong, 2014)

These factors are strongly dependent and influenced by the type of business which company does and the business strategy which is adopted. Strategic human resource management pay more attention to questions of attracting people who correspond to requirements of the company in order to gain a competitive position on the market. Townley (1989) claimed that companies have a tendency to overestimate the importance of behavioral and attitudinal characteristics of its human resources what is a potential danger for the firm. (Keenan, 2015) People resourcing is not just about selection and recruitment. It is aimed on all means used in order to reach needs of the firm in certain way of thinking and skills. A strategy of SHRM in finding enough talented people usually starts with recruitment and selection processes. Then, it develops into development and learning processes which give an opportunity to enhance skills and ability, modify the behavior of existing workforce. The usage of performance management allows to assess development needs and has influence on motivation process which result in most effective use of skills and abilities. In order to define which skills and behaviors are needed in the company competency profiles and frameworks are worked out in employment, development and reward programs. The main objective should be the achievement of strategic aims by usage of HR activities. (O'Riordan, 2017)

Strategic resourcing is considered as integration of resourcing and business planning. It includes strategic planning in several HR spheres:

· workforce planning which is connected with assessment of future needs in talented people and decision on quantity of needed people;

· increasing the organization's value proposition and developing employer's brand which is presented by opportunities for potential or existing employees and have an influence on their decision to work or stay in a company; employer brand is a presented image of organization which makes him a good employer;

· resourcing planning is a process of preparation of plans for finding people which includes development and education programs which help employees to obtain new skills. In case when learning is not possible, the preparation of long-term selection and recruitment plans in inevitable in order to ensure the enough quantity of needed specialists;

· retention planning is about creation of the plans which main objective is to retain the employees;

· flexibility planning is essential in situation of increased flexibility when it is important to make maximum use from employees while they are adopting to changing environment and circumstances;

· talent management is a process of ensuring whether organization have enough required talented people to reach its goals and develop current and future business strategy. (Armstrong, 2014)

Workforce planning is essential part of all process of business planning. Strategic planning is responsible for defining changes in activities of organization. It helps to identify the key competencies which includes skills and behavior requirements. These advantages allow the company reach its goals. Workforce planning is responsible for interpretation of plans in order to work out employee requirements. It helps to draw attention to existing problems in workforce and influence on effective supply of talented people and development programs. Therefore, it is crucial in achievement of business goals. (Kramar et al., 2011)

The Institute for Employment Studies (1999) pointed out three main reasons why strategic resource planning is an essential part of the business. First of all, planning is a key activity of sustainable development. It results in usage of practical effect of optimal use of resources. Planning helps to minimize the negative effect of making wrong decisions and make the process of acquiring new skills and adaptation to new environment easier. Moreover, it was identified that planning creates a lot of benefits for the company. For example, better understanding of present situation and readiness to confront the future changes. The analysis of the company allows to think, provide overview, make long-term assumption and allow to make long-term predictions. Finally, planning is useful for organizational reasons. It is essential in order to link HR practice to business plans and integrate manager's decision-making into operational activities. Consequently, all steps of workforce planning are inevitable: starting from business planning and data collection it develops into forecasting, action planning, implementation and evaluation. (Armstrong, 2014)

1.4 Recruitment process in organization

In situation when all the data collected and forecasts made the company decides whether it is worth attracting and recruiting new employees. Recruitment is the process which is dedicated to finding and engagement of people who are needed in the organization. Selection is the final step of recruitment process when the decision is made whether to hire applicants or candidates. Recruitment is a costly activity for the business. In 2013 CIPD survey mentioned that average cost of finding a person for director's or senior manger's position was Ј8000 while filling other vacancies costed Ј3000. Therefore, recruitment is responsible and challenging process for HR managers and requires a lot of skills and hard work. The typical stages of recruitment can be defined this way:

1. Definition of requirements;

2. Attracting activities;

3. Choosing applications;

4. Interviews;

5. Tests;

6. Assessment activities;

7. Obtaining reference;

8. Final check of applications;

9. Offer of employment. (Armstrong, 2014)

However, it is a flexible list of recruitment activities and it can be changed and developed according to needs and requirements of particular organization, its vision and business strategy.

One of the ways to set the number and types of people needed in the company is usage of workforce plans which include detailed recruitment plans. Nevertheless, the new positions derive from creation of new posts, expansion of the company through new areas and activities, the need for changes and replacement. Requirements are usually delivered through personal specifications and role profiles. These forms allow to get information for posts about opened vacancies on the Internet or website of the company, recruitment consultants and agencies and get assessment criteria for interviews and tests. Role profiles outline the overall purpose of the employee. It includes result areas and reporting relationships. In order to give a full picture of the opened vacancy role profiles define all necessary terms and conditions which are working hours and benefits. Besides, it describes special requirements for the job. For instance, mobility, travelling opportunities, availability of learning and development programs. As a result, the recruitment role profiles perform as basis for a person specification. A person specification points out knowledge, skills and abilities expected from the candidates. Moreover, it includes expectations from behavioral point of view, education, qualification and experience requirements. The person specification is set by several points which are described in Table 1. (Armstrong, 2014)

Table 1

Person specification headings

Although it is important for the companies not to overestimate these requirements, it is quite usual situation when setting high level for the applicants cause problems in attracting new candidates. However, ignorance of the specification list is a danger for recruitment process as well. Therefore, it is necessary to modify requirement according to particular needs of recruitment process. (Coyle-Shapiro, 2013) A more personal approach is becoming more and more popular and new selection techniques arise which includes psychological testing and assessment centers. First of all, companies try to attract the right candidates. HR managers analyze recruitment strengths and weaknesses in order to build a strong employer brand, state requirements to understand which person is needed and which potential sources to work on. Basically, attracting candidates is a process of identifying and using the right sources in order to attract the appropriate candidates with expected skills and abilities. Labour market can be described as market where companies sell themselves. Their position on the market may be improved by working on its reputation: developing employee brand, value proposition. It includes questions of payment, benefits, career prospects, opportunities for education, location of the office. In turn candidates sell themselves by personal qualifications and experience. Successful attraction program is not based on established on rules while it is important for HR managers to analyze previous experience and understand what works good or bad for their company. (Brewster, 2003)

As long as technologies develop recruitment activities are not framed by newspaper advertisements anymore. The need in new approaches is becoming more obvious. The new ways of attracting candidates are online recruitment, outsourcing recruitment, social media, recruitment agencies and direct engagement with educational offices. According to 2013 CIPD survey, the main sources to find candidates for employers are:

· Website of company (62 per cent);

· Recruitment agencies (49 per cent);

· Professional networks (32 per cent);

· Search consultants (17 per cent). (Armstrong, 2014)

It is interesting to mention that companies with strong employer brand are more likely to use their own corporate website in order to attract new candidates. However, it is always a choice of the company which channel to use. The criteria for final decision is based on the likelihood of attracting the right candidates, the speed of recruitment process and involved costs. The description of most common methods used by the companies are presented in Table 2. (Armstrong, 2014)

Table 2

Sources of candidates

This comparison allows to outline that there are a lot of ways to attract and recruit candidates for the companies. The choice of the source often depends of available resources, current objectives and strategic plan of the business. It is obvious that developed employer brand helps to attract suitable candidates and makes process of recruitment less challenging and expensive. Consequently, it is effective for organization to work on its reputation and improve its position on labour market.

1.5 Selection process and its methods

The following step of recruitment process is selection of applicants. When a particular number of candidates is attracted the main objective for HR manager is choose the best and most talented. The aim of selection process is to assess whether chosen candidates are able to handle with job. Selection methods check the characteristics of applicants including knowledge, competencies, qualification, personal experience and education. The most common ways to assess candidates are application forms, interviews, assessment centers and selection tests. (Kramar et al., 2015)

Interview is one of the most widespread method for assessment of candidates. The main goal of this method is to get information from the candidate in order to predict whether he is ready to manage with the job successfully. An interview is usually a process of face-to-face discussion. It is more common to use personal interviews rather than panel as long as it gives the best opportunity to get close contact with the candidate. There are two types of interviews: structured and structured. Unstructured interviews are aimed to get general information about applicants. The questions are usually non-specific and not prepared in advance. Candidates assessed by general impression made on the interview. Therefore, the overall result of unstructured interviews is subjective and its predictive value is fairly low. As a result, HR managers are more likely to use structured interviews which are based on a particular framework. The questions are often prepared before the interview and the same for all candidates. The main focus is made on requirements suitable for a particular position in the organization. HR managers try to analyze and build a full picture of the candidate considering information given in CV. Structured interview is aimed to check knowledge, skills, abilities of the applicant. Moreover, company checks whether behavior of the candidate corresponds to vision, strategic position and desirable competencies of the business. One more important part of the interview is dedicated to questions of past experience. It is common to ask applicants about possible situations in order to understand how they will handle it in the future. Although interviewing is the most way to assess candidates, it has its advantages and disadvantages which are described in Table 3. (Armstrong, 2014)

Table 3

Advantages and disadvantages of interviews

This analysis shows that interviewing is quite a challenging process. A good interviewer should be prepared to adjust questions according to particular situation and be ready to give adequate assessment. With development of modern technologies HR practice move from traditional ways of interviewing. According to 2013 CIPD survey, 56 percent of managers conduct interviews by telephone and 43 per cent use Skype to assess candidates. Despite the advantages of interviewing process, HR managers try to use more objective methods of selection where ranging can be used. (Armstrong, 2014)

The instrument for reliable and valid information about candidate is selection testing. It assesses level of intelligence, abilities, personal characteristics. Psychological tests are used to analyze mental characteristics of the person which are important in behavioral issues in employment. One of the types of testing are intelligence tests which include a number of intellectual tasks. They are usually concerned with questions of abstract thinking and reasoning. The most known intelligence tests are general mental ability (GMA) and intelligence quotient (IQ) testing. They include questions, tasks and problems. The results are presented as a score compared to results of all population or particular department of the organization. Intelligence tests are aimed to measure abilities while cognitive tests assess knowledge in particular area. (Zeuch, 2015)

Another type of selection testing is personality tests. These tests assess personality as a way to predict behavior of the employee in the future. As long as there are many personality theories, the number of personality tests can vary. They are usually presented as personality questionnaires which are aimed to measure values, interests and work behavior. This type of tests is prepared by professional psychologists who are familiar with research on this topic and can provide a questionnaire for particular needs of the field. Therefore, personality testing is an instrument to provide unbiased information about candidate for the interview process. (Armstrong, 2014)

Although psychological testing is important for predicting future behavior of the candidate on position, ability tests are twice more important. This type of tests assesses what candidate knows. There are four main tests:

· Verbal reasoning - assessment of ability to understand and interpret information from written or oral language;

· Numerical reasoning - assessment of ability to understand and interpret information from numerical information;

· Spatial reasoning - assessment of ability to understand and interpret relations between objects;

· Mechanical reasoning - assessment of ability to understand basic physical laws. (Armstrong, 2014)

In order to assess job-related abilities of the candidate to manage the future job aptitude tests are used. They are usually presented in form of sample questions which are dedicated to most important aspects of the vacancy. For instance, usage of computer or special programs. The main difference of these tests is that they are used only with candidates who are familiar with the job through educational activities or experience. As long as testing opportunities develops, it is becoming more and more struggling for managers to choose the right variant of assessment for particular situation. (Zeuch, 2015) A good test is considered one which provides enough information to predict future performance and behavior of the candidate on the job. In testing it is important to correctly interpret the results by comparing them to normal or average score in the group. The main advantage of the testing system is that it allows to assess the same criteria for all candidates which makes it standardized. Combination of testing types allows to analyze intelligence, personality and aptitude issues at the same time. Although testing is the best way to assess large number of candidate in short period of time and provide valid information, this method is not able to provide full picture of the candidate's profiles which makes it only a part of selection process. As a result, usage of interviews and assessment centers are inevitable in selection process. (Keenan, 2015) Assessment center is used for a group of candidates and allows to analyze ability of induvial to suit the vacancy and provide more concrete data about the applicants. It can take from one to two days. The main features of assessment centers are:

· Assessment techniques and activities are used according to main dimensions of the position;

· Assessment includes pair and group activities for the candidates which are aimed to simulate performance in problem situations;

· Assessment may include interviewing and testing methods;

· Assessment is based on measurement of competencies which are required in order to achieve the expected level of performance on the job;

· Interaction is an important of assessment center which allows to assess several candidates in participation process;

· In order to increase the objective of assessment, specially trained observers are invited. (Armstrong, 2014)

It is believed that assessment is much more effective way to get information about candidates rather than interviews, even if they include tests. However, Schmidt and Hunter (1998) claimed that the predictive validity of assessment centers is less obvious in comparison with intelligence tests in combination with structured interviews. Therefore, the predictive validity of such variants of testing is much higher. The main idea is that people who have good results in intelligence tests are much more effective in acquiring knowledge about future job making overall performance better. It is possible to mention that the choice of selection method depends on its ability to assess future performance and behavior of the candidate. (Armstrong, 2014)

The final step of recruitment process is the offer. It can be made by telephone or by email which is more usual. If there are a number of chosen candidates, they can be hold or reserved. It is necessary in situations when applicants are not really interested in getting a job but try to get practical experience in selection activities. Finally, when the candidate is employed it is particularly important to control how he is doing on the job, offer educational facilities. In case if there are any problems considering work or its conditions, it is better to identify them as early as possible in order to come to the best solution. One of the variants to overcome this problem is to set a mentor for a new employee who can control the situation and help in challenging situations. Every experienced HR manager is interested in analysis of all recruitment and selection process. The problems may occur from poor resourcing, wrong advertising, inappropriate interview or testing process. Consequently, methods of HR practice should be adapted to conditions of environment, correspond to needs, resources and business strategy of the business and consider the perceptions and expectations of applicants. (Armstrong, 2014)

2. Generation theory and HRM

The analysis of recruitment and selection practice in the organization pointed out that approach to HRM should be based on many important aspects. Although strategic objectives of the company are important, understanding of needs and vision of employees is also necessary. One of the reasons for misunderstanding between managers and employees is the use of out-of-date methods of HR management and recruitment. First of all, it is connected with questions of changing perceptions of different generations. With development of technologies, education, work and travel opportunities the expectations from life change. As a result, it is necessary to update HR practice considering needs of new generation in order to motivate and get maximum result from employees. This part is dedicated to analysis of generational theory by Neil Howe and William Strauss and how it affects the modern education and employment process.

2.1 Strauss-Howe generational theory

In 1991 authors William Strauss and Neil Howe published their book Generations. The main idea of the book was that American history can be divided in different generational cycles. Starting from 1584 authors studied the history of America as a number of generational biographies. In 1997, another book of the authors called The Fourth Turning: An American Prophecy was published. It was aimed to extend already existing cycles. This was the moment when well-known nowadays names like “The Boomers” or “Millennials” occurred. In 2000, the book dedicated to analysis of Millennial Generation was published. It was called Millennial Rising: The Next Great Generation. It compares the questions of standards between new generation and attitudes and perceptions of their parents. Finally, in 2007 Strauss and Howe conducted a new search Millennials Go to College, 2nd Edition. It targets the questions of higher education. It is considered that there have been eighteen generations in US since 1620s which lasted approximately from 20 to 25 years. This division allows to understand social history which was formed by historical events and make conclusions about the way it affected perceptions. (Sandeen, 2008)

To analyze the expectations of modern students it is essential to understand what is generation and what it includes in its definition. Generation is considered as cohort of people who were born in particular period of time. Twenty years is chosen for the period of one generation as long as it defines time from birth to readiness to have own children. This interval is also associated with approximately eighty years of human's phases which include youth, adulthood, midlife, elderhood. The main particularity of one generation is that it was affected by the way they were raised in childhood, which public events they saw in adolescence and which social mission they were aimed to fulfill in their lives. Today it is believed that there are seven main generations:

· G.I. Generation, born from 1901 to 1924;

· Silent Generation, born from 1925 to 1942;

· Baby Boomer Generation, born from 1943 to 1960;

· Generation X or 13^th Generation, born from 1961-1981;

· Millennial Generation or Generation Y, born from 1982 to 2003;

· Homeland Generation or Generation Z, born from 2004. (Strauss&Howe, 2000)

The G.I. Generation is the example of civic type in US. They are considered as rational problem solvers. The typical people of this generation are boy and girl scouts, builders of railways, subways and highways, victorious soldiers. In their years of maturity, they performed as busy “senior citizens” which is used as a term to describe them and consumers who believed in civic optimism and public entitlement. This generation was more aimed on behavior and actions rather than beliefs and values. The children of Silent Generation were raised in conditions of war and depression. The main representatives if this group are civil-rights activists, antiwar leaders, rock and rollers, feminists. They focused mostly on processes and discussions but not on concrete actions. The retirement age for them was met with hip lifestyle beliefs. (Wesner, 2008) Baby Boomer Generation was mostly affected by postwar behavior. They tend to civic participation and team playing. The development of religion, teaching, law, marketing, and journalism was mentioned. Baby Boomers were aimed to have close relationship with children. People of this generation desired perfection in all spheres of life. Consequently, it is essential to mention that witnessed historic events and social changes highly affect the behavior of all generation. (Sandeen, 2008)

As long as current workforce is presented by individuals from Generations X and Y, the analysis in this paper will mostly take their formation and development. Generation X was born in era when respect for schools and marriages was falling. It is totally different from previous generation. This was a period when welfare of children was not a priority of the government. For many women in that time it was important to think about career rather than children care. It was connected with financial needs and change in role of the woman in society. As a result, Xers as children stayed alone at home after school as long as afterschool centers or childcare programs were not widespread to the needed level. The times for US was difficult due to some economic recessions. Entire industries experienced crisis. Therefore, the crime rates were quite high. One of five people lived in poverty at that time. (Srauss&Howe, 1991) This generation moved from corporate loyalty and was named as greatest entrepreneurial generation in history of US. Particularly, Xers made a contribution to development of America in times of globalization. It is also believed that during 20^th century people of Generation X consisted much of immigrates compared to other generations. Besides, it was a first generation which grew up with computer while baby Boomers were affected by television in the same way. They are believed to be aimed on long-term prospects by saving more. It was formed by large number of product choices and brands what gives to an opportunity to compare. Overall, this generation is considered as civic people who believed in ideas of helping people and volunteering. (Sandeen, 2008)

The Millennials are the followers of Generation X. This was a period with lowest ratio for US in child-to-parent relationship. The poverty rate and divorce rate peaked at that time. In 1990 the Fist Children's Summit occurred. This generation is ethnically and racially more diverse than any other. As a result, globalization issues are more evident and linguistic proficiency is a distinct characteristic of Generation Y. Even though the number of interracial marriages arise, Generation Y is not eager to get married as early as possible. By 2015, the average age for marriage was approximately from 27 to 29. This influenced the longer opportunities from career development rather than childbearing, especially for women. (Srauss&Howe, 1991) Parents of Millennials were obsessed with preparation of their children to the future as well as cherishing and nurturing trends. Generation Y was not individualistic like Baby Boomers or pessimistic like Xers they were considered as optimistic, confident and team-orientated. This generation was highly affected by rapid development of computers, internet and other mobile devices. It all resulted in their networking connected relationship and dependence on technological opportunities. It is usual for Millennials to get information and news from the Internet while older generation tend to get information from television. (Sandeen, 2008) According to recent research, only 34% of information is got by elderly people online. The majority of Generation Y is likely to use devices in order to pay bills, get news or do the shopping. For instance, reading blogs or taking online courses is a part of everyday life today. The division of sources which are used to get information by different generations are presented in Table 4. Moreover, Millennials are strongly influenced by expensive luxury brands and goods. Consequently, it is obvious that education and career perceptions are strongly influenced by generational peculiarities. (Gallup, 2016)

Table 4

Statistics on information source usage (% from total population)

Millennials have already made a name for themselves and present much interest for market researchers, trend forecasters, cultural observers as long as they make a considerable part of workforce today. However, people born from 2004 are ready to control the labour market in five years' time. Generation called Z is now the main object of research. Although they are still schoolchildren, they already have their specific characteristics. As long as they live in environment of continuous changes and developments, their ability to focus on things is significantly lower. Generation Z processes information faster due to usage of social networks. Moreover, there are best at multitasking. It is not challenging for modern schoolchildren to make presentation on computer, do research on mobile phone while watching television or talking to a friend. It is easy for them to switch from work to entertainment. Researches claim that this generation is ready to early experience of working rather than completing traditional degree route. They know the value of independence and tend to do everything on their own, especially in education. Due to the fact of witnessing the consequences and terrorism, they are not likely to take risks and be more realistic. Influence of network development and technology advance resulted in readiness of Generation Z to consider entrepreneurial career. Studies show that almost 72% of today's teenagers desire to start their own business. These differences in psychological and social perceptions of generations is one of the main reasons to develop special approach to education and career needs of every person. (Z-работники, 2018)

2.2 Generational characteristics in perception of education

The comparison of attitudes to education between different generations is necessary in order to build an effective learning strategy which will result in good employment opportunities. First of all, it is essential to assess how the perception of education changed through movement of workforce to needs of Generation Y. Xers who are now in years of their maturity was considered as good negotiators, interactors and consumers. Even though Generation X was described as less skilled and less college educated than previous generation, they tend to be much financially and politically conservative. This resulted in their desire to get financial security and power to earn money. Xers tend to choose to study in financial, leadership or management spheres due to their desire to be secure and manage their money effectively. (Sandeen, 2008) In order to consume wisely, they are interested in short flexible opportunities for learning. Moreover, as they are much concerned about family and children, offer of weekdays learning is important. One more important point about Xers is that they are used to customization of services and products. That is a reason why it is necessary to personalize their route in getting education. (Rezvani, 2017) Besides, Generation X is believed to be cynic. As a result, they are less likely to be motivated by marketing activities and prefer concrete data, information and comparisons. This generation is responsible for creation of viral marketing. However, marketing researches claim that Xers tend to read emails. Therefore, direct marketing is more suitable for them. Moreover, they are used to traditional methods of employment, it was difficult for the companies to move forward a more innovative way of HR practice which is aimed to attract and engage more Millennials who are making a majority of potential for future development of the business. As long as Generation X lacked the education opportunities, Xers as parents were keen on idea giving the best education for their children. Millennials as children started building their CVs in preschool. Although they were attending the best schools, they had number of extracurricular activities. Generation Y started to prepare for colleges and universities as early as possible. Despite the fact that they have a lot of pressure, they stay in close relationship of trust with parents and other public figures. (Strauss&Howe, 2000)