How can companies attract fresh talent?

What are the best ways to attract new, young talent to your company? We checked in with a few career experts. Here are their suggestions:

Break it up: While most recent college grads are used to working on academic projects alone and in small groups — work usually related to smaller classrooms — they’ll probably tell you they were never fans of huge classes that took place in large auditoriums. Companies who want to appeal to those prospective employees often segment their staff into smaller, less intimidating groups. Many new hires will probably feel more comfortable in open spaces with shared desks and tables. “It’s the Starbucks approach,” says Jonathon Young, a tech-firm consultant in San Jose, California. “Provide a working environment, whether that means workspace, hours or dress code, that puts your new workers in the best possible position to succeed.”

Doug Rickart, vice president of recruiting with staffing agency Robert Half, points out that new companies shouldn’t pretend they’re staffing their executive suites. Instead, they’re hiring developers and project managers. “A lot of the creative types who want to be part of an innovative company that’s more like an ad agency or e-commerce company,” he says.

Think differently: Patty McCord, author of “Powerful: Building a Culture of Freedom and Responsibility (Silicon Guild, $26.95) and former chief talent officer for Netflix, says employers looking to attract the right workers have to think less about the future and more about the present. “You’re hiring for now because people are looking for the jobs they want now, not 20 years from now, so you have to create a working environment that sticks to that plan,” she says.

Rickart says traditional companies can pull in new talent by emphasizing their newest initiatives.

“If it’s part of your strategy, you should make sure your job candidates are aware of what you’re doing,” he says.

What the tech: Yesterday’s technology is so … yesterday. If companies want to attract new, motivated workers, they’ll need to have the appropriate technical tools in place, not in development. “It’s not something you fulfill once you staff a department,” says Young. “You don’t hire scientists and then give them baking soda and vinegar. Your tech needs to be up to speed before Day One. Your new hires grew up with iTunes and Google. They were raised on Amazon and Uber. They don’t have time for you to get up to speed.”

Young says he once worked for a company that ran an old, unsupported Windows operating system. “If that’s your approach to tech, you’re way behind, and I don’t think the people you need to hire are going to wait around for you to catch up,” he says.

Move ’em around: Instead of giving a 24-year-old worker a job that fits into the prior or existing corporate structure, companies should offer new workers temporary jobs with rotational responsibilities, meaning the most recent hires would gain a variety of experiences and face different challenges.

Training, of course, should be a key component of facing those challenges. “Workers of all ages want to know as much as possible,” says Young. “Anyone interviewing for a job today, especially a job with an established company, should be asking about training.”

That training includes mentoring as well. “Every industry has important ‘tribal’ knowledge that gets handed down to new hires, and industry knowledge is absolutely essential to career success,” says Brian Weed, CEO of Avenica, a Minneapolis-based job-placement service for recent college graduates.