It's job hunting time for thousands of soon-to-be-graduates – and these members of Generation Y are proving to have some fairly specific approaches and preferences as they go about the search.

For those of you who are trying to entice them to your firm, here’s a quick overview of what they're looking for. And for those of you in the hunt, here’s a 30 point checklist to review as you look for that perfect job.

Thirty Points to Check in Your Search for the Perfect Job

Before you begin the process:

• The absence of any negatives in the company’s reputation – ethical, environmental, or others that would make you uncomfortable to be associated with this firm


• A positive reputation as an employer – among past employees (check websites), friends and family (what I call the “parent-approved” stamp)


• The presence of reputation positives—a well-known brand name, a culture that resonates with you, or support for philanthropic and community activities you care about


• Rich web sites that offer lots of information about the company


• Recruiting practices that reflect the reality of your life and speak to you

During the process:

• An efficient, time-sensitive hiring process


• Personalized communication throughout the recruiting and hiring process, including the use of communication approaches (texting, email) that fit your life


• Evidence of a clear process for on boarding and induction


• Clarity of rewards and benefits


• Criteria to measure your performance that seem appropriate


• Formal development programs, including a variety of learning approaches


• Rotational development programs, what I call “lateral” career moves


• Opportunities for management training and leadership development

During the interviews (ask politely worded questions to understand your interviewer’s perspectives):

• Low levels of bureaucracy, including speed in getting work done and decisions made


• Up-to-date technology


• Work arrangements that reflect a philosophy of flexibility and efficiency


• Rewards and recognition that are perceived as fair relative to performance


• Breadth of rewards, including greater opportunity and responsibility, as well as formal recognition


• A philosophy behind the evaluation system that seems appropriate (for example, team based, if the work is done as a team, or individually-based; if individually-based, is it a forced ranking in which one person has to lose for another to win)


• A performance evaluation process that is perceived as fair by other employees


• Executives who create a “gift culture”—an expectation that leaders will take the time to provide lots of helpful advice


• Evidence that informal and formal mentoring is prevalent


• Opportunities to participate on teams, both as member and, on occasion, as leader

When you meet your future manager and immediate colleagues:

• A manager who seems genuinely interested in working with you


• A manager you feel you can learn from


• A manager with a reputation of holding regular, informal development discussions focused on your future


• A manager whose style will give you the room to grow – who will allow you to experiment and fail occasionally


• Relationships among colleagues that appear supportive

When you discuss what your initial role would be:

• Assignments that offer responsibility and the ability to make a contribution


• Challenging on-the-job learning experiences, with variety – opportunities to “figure it out” as you go

Good luck in the search!