Attracting younger talent is a top priority for the construction supply industry—but it’s also one of the toughest long-term challenges. Many companies have started updating job descriptions, modernizing their image, and expanding recruitment efforts. But how do you actually know if it’s working?
Measuring success in attracting younger workers isn’t just about how many resumes you receive. It’s about tracking the right data across hiring, onboarding, engagement, and retention.
Here’s how high-performing distributors are measuring progress—and where to focus if you want to turn effort into results.
- Track Age Demographics in Your Applicant Pool
Why it matters:
Before you can improve, you need to know where you stand. Understanding the age distribution of applicants helps you assess whether your outreach is resonating with younger job seekers.
What to measure:
Percentage of applicants under 30
Year-over-year changes in applicant age range
Source of applications (job boards, social media, referrals)
If you’re not seeing growth in these metrics, it may be time to revisit how—and where—you’re recruiting.
- Measure Time-to-Hire for Entry-Level Roles
Why it matters:
Younger candidates, especially Gen Z, expect a fast and responsive hiring process. A long or confusing application experience can lead to drop-off.
What to measure:
Time from application to first contact
Time from first interview to job offer
Drop-off rate during the hiring process
Improved speed and efficiency are often a sign your hiring process aligns better with younger expectations.
- Evaluate Offer Acceptance Rates by Age Group
Why it matters:
If younger candidates are getting offers but turning them down, it may point to gaps in compensation, perceived company culture, or clarity around growth opportunities.
What to measure:
Acceptance rates by age or experience level
Reasons for declining offers (from follow-up surveys or recruiter notes)
Comparison of offer acceptance between internal candidates vs. new applicants
A low acceptance rate suggests your employer brand might need reinforcement.
- Monitor Retention During the First Year
Why it matters:
Attracting younger workers is only half the battle—keeping them is where real ROI happens. If first-year turnover is high, it likely means expectations didn’t match reality.
What to measure:
Retention rates at 30, 90, and 365 days
Exit interview feedback
Correlation between turnover and job role, training quality, or manager support
Strong early retention is one of the clearest signs your hiring and onboarding efforts are on point.
- Analyze Engagement and Participation in Development Programs
Why it matters:
Younger workers want to grow. If they’re not engaging with training, mentoring, or development opportunities, they may not see a future with your company.
What to measure:
Enrollment and completion rates in training or career programs
Usage of learning platforms (if available)
Employee satisfaction scores around development and feedback
High participation signals that younger employees are connecting with your company’s growth path.
- Gather Direct Feedback Through Surveys or Focus Groups
Why it matters:
The best way to know if your efforts are working is to ask. Younger workers can tell you what’s landing—and what’s not.
What to measure:
Onboarding satisfaction
Perception of company culture and leadership
What drew them to apply in the first place
Use this insight to refine both your messaging and your internal culture.
- Track Internal Promotion Rates Among Younger Employees
Why it matters:
Are younger employees moving up—or moving on? Promotion rates reveal whether you’re not only hiring younger talent but helping them grow into leadership.
What to measure:
Time to first promotion
Percentage of internal promotions under age 35
Development path milestones (training completion, cross-training, certifications)
If young talent can see a future, they’re more likely to stay and contribute at higher levels.
Final Thought
Attracting younger talent is a long-term strategy, not a one-time campaign. To measure success, you need a mix of hiring metrics, retention data, and employee feedback. Look beyond the job offer—focus on the full lifecycle of a younger employee’s experience with your business.
When you track the right KPIs and listen to what your workforce is telling you, you don’t just fill positions—you build a company where the next generation wants to stay and grow.
