When unemployment rates float above normal, an employers’ market follows: The larger pool of potential hires means that, among other things, companies can be pickier with whom they hire. In some ways, however, the field of biomedical technicians has pushed against this trend. The number of retiring technicians coupled with new positions created by the expansion of the field has yielded more opportunities. It’s not exactly an employees’ market, but the outlook looks better than in most fields. Nevertheless, those familiar with hiring know that young people aren’t exactly flocking to the growing industry. So, how can biomedical companies sell themselves to younger potential employees? A few ways:

-Sell Stability

Younger workers have grown up with a jittery economy. To them, knowing there will still be a paycheck coming in a few years might be more important than having that first one. The Bureau of Labor Statistics reports that the “employment of medical equipment repairers is expected to grow 31% from 2010 to 2020, much faster than the average for all occupations.” Compared to service companies in many other industries, this work is not easily outsourced to other countries. Plus, an aging population is a guarantee that the need for the job will grow for the foreseeable future. Let them know the outlook of the position.


-More Than a Job

“Millennials want to know how they will make a positive difference in the world if they join your business, not by wearing a colorful T-shirt on a special project once a year but in their actual work,” writes Barry Salzberg for Forbes.com. In the health care field, this shouldn’t be hard to do, but it’s easily overlooked. Show how the job will make a difference.


-Build a Company Culture

According to the Washington Post, “Millennials don’t want to work in their parents’ office spaces.” That doesn’t mean they want a fancy office space like Google. Rather, they are looking to see work as a place of community, not just a bunch of coworkers. At CREST Services, Coppell, Tex, Brian Montgomery, president and CEO, has helped create a distinct company culture, in part, by creating a tradition everyone rallies around. The tradition, a companywide game, has employees winning prizes throughout the holiday season. More than your typical holiday party, the activity gets people talking for weeks and excited to come to work.