Attraction and Retention Strategies: What Matters to the Millennial?

Susana Silva (), Dora Martins and Aurea Marques
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Susana Silva: CEOS.PP, CiTUR, ESHT, Instituto Politécnico do Porto
Dora Martins: CEOS.PP, ISCAP, Polytechnic of Porto and GOVCOPP, University of Aveiro
Aurea Marques: ISCAP, Instituto Politécnico do Porto

A chapter in Innovation and Creativity in Tourism, Business and Social Sciences, 2025, pp 337-349 from Springer

Abstract: Abstract The labour market is suffering many changes and transformations putting several challenges to human resources management. One of the biggest challenges is related to the attraction and retention of employees to work in several activity sectors and to retain the talent in the organisations. In particular, hospitality and technology sectors have seen robust growth since the pandemic-induced. This study aims to explore the strategies for attracting and retaining millennials. More specifically, to understand the challenges of multigenerational management, and to understand the strategies used by organisations to meet the needs and interests of the millennial generation. A qualitative exploratory study was conducted using a semi-structured interview with 17 Human resources managers. Data were analysed according to thematic analysis procedures. The results showed that university partnerships are the preferred practice for attracting millennials, work-life balance, benefits, organisational culture, investment in professional development, feedback, and recognition are the main attraction and retention strategies. Participants consider the millennial Generation to be committed, and the biggest challenge in managing generational diversity is linked to the demand and impatience of millennials. In conclusion, human resources managers should consider the generation characteristics to adequate and update their human resources practices.

Keywords: Attraction; Talent management; Human resources; Millennial generation; Retention; Hospitality sector (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-031-87019-4_23

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DOI: 10.1007/978-3-031-87019-4_23

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