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About three years ago, I had the link to a New York employment discrimination case. A young woman, who is a congenital amputee, desired to go into medicine. Her first step in preparing for her medical career was to become an EMT (emergency medical technician) more commonly known as ambulance attendant or paramedic. She passed all parts of the employment tests except the strength test. After going through a rigorous training regimen, she retook the test and passed it. She ws still denied employment with the hospital where she applied, but another hospital did hire her.

What was enthralling about this case was when the judge asked her if she considered herself disabled or unable to do the work. Her matter of fact reply was, "I can do anything I want to do." The other significant part of this story is that the candidate refused to use a prosthetic device. Instead she learned to adapt to her condition and, quite literally, do whatever she wanted without assistance.

The young woman won her case against the hospital. She demonstrated that she truly could satisfactorily perform the required duties of the job with her own devised modifications. Doing so also allayed concerns patients had because they could see that she was able to function, carry loads, lift, administer treatment, and so on.

That goes to the heart of my point today. An illness, a disability, is merely a time when it's necessary to become innovative. It's a time when our life paths nudge us to become resourceful, to evaluate our talents, our skills and residual abilities. Once one or two evaluations are done (and it doesn't need to be painstaking), start considering how to use those residual skills to continue being productive -- in a new way, in a manner different from the traditional, as a new dimension of what's already been done.

My work in accommodating those with physical disabilities began in the 1990s. Although it was me who was supposed to be supporting people who had undergone a loss or were trying to cope with not doing things the way others accomplished them, I became educated to many things. One of the predominant lessons learned was how important it is to those in the "disabled community" to be seen as productive members of society who are entitled to a fair, living wage. Another striking revelation was how incensed these individuals became when there was even a hint of their being tossed out of the running merely because of a difference in how they accomplished things.

Initially, my work began by being a reader for those who were visually impaired. Fortunately, I associated myself with one of the predominant centers in the Bay Area for that type of assistance. It was part of the volunteer regime to attend classes on causes of visual impairment, what it's like to be blind, how to be a guide, how to offer various types of assistance, types of assistive devices.

The work grew and caused me to support people with other types of impairments. Then the types of disabilities multiplied when adult literacy tutor and mediator were added to my work history. Not only was it imperative that one have keen listening skills, good comprehension, and patience, but it was important to gain the trust of the people with whom you were working, and constantly show them respect.

Reading for the visually impaired, taking classes to increase awareness and sensitivity, led to seeing my clients and their friends as merely people with a different way of doing things. Among the things that were impressed on those who attended classes was that the visually impaired do all of the things every other person does -- laundry, bicycling, bill paying, listening to the news, being concerned about safety and welfare in one's environment, being affected by laws, raising children, dancing, commuting, advocating for legislation, holding jobs, managing foundation and corporate budgets, attending and graduating from professional schools.

What I learned as I became a professional accommodations provider was that my clients were not really any different from anyone else as far as cares and concerns. The only difference was how they went about accomplishing the various tasks involved in living a fulfilled life. Learning about the adaptive devices was an eye-opening experience as well. There are hundreds of things the general population takes for granted as a convenience in day-to-day life activities, yet those very things are assistive accommodations. The traffic signal that announces in which direction the green light is facing, the recorded announcement on the train of what the next stop will be, the reaching device, the talking clock, VoIP as an outgrowth of talking computers, using alt text on websites when graphics are used so that the page is still readable. It's all just stuff that makes life better for all of us, not really adaptations.

Obviously, for those who were in the initial stages of losing an ability that they had possessed since birth, there was anger and depression. There were classes for those with the impairments on how to deal with loss. There were classes for those who interact with members of the community in order to raise sensitivity to the fact that the anger and depression periods will be there.

However, the whole point is that life did not end, it was not time to sit at home and vegetate, at the onset of the impairment. In fact, that was the time to get motivated to do things differently and to meet new people.

Actually, I'm extremely grateful for my accommodations experiences. They allowed me to overcome some residual prejudices I owned that I'd not acknowledged. They led to my becoming an advocate for those with impairments. They allow me to speak to you who may have some sorts of challenges and encourage you to evaluate yourselves. The one impairment (or several) is not the entire person. There are still abilities that make you a unique individual with value. But it's up to you to do an assessment of what those other abilities are -- the ones that you've overlooked for so long. The ones that you've taken for granted. The ones that are waiting to be fully exploited in a new way so that you may succeed on your path and in your way.

You can do whatever you want to do.

Last week gave me breathing time to actually read content instead of glossing over headlines and, if there was the luxury, teasers. Last week I actually found an article quite pertinent to some of our blogging candidates. It has to do with the state of newspapers, their possible direction in light of falling subscriptions, and a few suggestions on what steps to take to survive the industry evolution.

That was last week. I've spent the last half hour or so searching for that exact article. So far, it's eluding me. But it isn't alone in the news and forecast. For example, in 2004, Wired magazine saw the writing on the wall and predicted that in 30 years hard copy newspapers will be a thing of the past.

Journalism.org did its own study of declining hard copy subscriptions in 2004. Their study dissected readers by age, race, level of education. All of the brackets except for those over 65 and those holding post graduate degrees are in decline. Even NPR, as recently as May 2005, noted that paid subscriptions are still falling at a high rate.

Each reportage and study cites the fact that people simply don't want newspapers lying around in their homes making clutter. The studies found that people are more digitally savvy and prefer their news online. What these trends spell, however, is future cuts in newspaper staffs as the number of print production personnel will decrease by necessity.

Another piece from NPR spells out the business side of newspapers, journalism and the survival that funding can spell for them. The profit margin for newspapers is stated and a distinguished editor declares the need to drop the margin. The sale of two distinguished papers, Knight Ridder and one of its properties, The Sun-Mercury News, is cited in the piece, which are the shockers that were mentioned in the "lost" article I'm still searching for as these words are crafted. The articles talks about the various sources of funding for newspapers. Funding, no matter what your industry, is a critical consideration. Without it, the business simply won't float or won't float very well.

Well, it's time to give up on trying to find that elusive piece from last week. It's out there. The significant thing about the article, in addition to telling the stories about the sale of Knight Ridder publications and that being precipitated by declining subscriptions is the additional impetus it took to point out what needs to be done in the future. Newspapers need to become creative about what is delivered and how it is delivered, the article advised.

Creativity is a critical element in anyone's career. Without creativity, one soon discovers the dream career becomes the dull, boring, repetitive job, that life is one huge miasma of complacency. Creativity is the stuff of progress and change. Creativity is the success factor of moving into the the future and dealing with another significant thing in everyone's career -- change. And change is exactly what all of these news articles are talking about. A change in the way the writing, specifically news writing, career is heading.

This is a first. Business Week has their 50 and 100 best of employers and several other categories of business and education notables (typically MBA aka "B" schools). But this week, BusinessWeek published a first. They have a PDF chart available that shows the survey results of how undergraduate business schools were ranked by current students.

This listing is more than a who's who of undergrad institutions. This chart shows annual cost to attend, starting salaries for graduates of the institution, student survey ranking compared with overall survey ranking.

Most notable of the data and information provided is the fact that the schools are graded on a scale from A to C on various quality factors such as teaching quality, facilities and services, and job placement. Additionally, there are quite candid comments about quality of classes and classmates, amount of rigor provided by the coursework.

CollegeRecruiter.com continuously encourages students and grads alike to consider internships. It's interesting to read the comments for these 50 schools and see that Norteastern requires that students participate in as many as three six-month long work projects. That is definitely a means of getting one's feet wet on the experience and work environment side of life. And these types of co-op programs are certain to create ripe opportunities to develop mentors and references as one moves forward to becoming a graduate.

Oh, silly me! I keep talking about the list of schools but haven't shared the link to the Top 50 Best Undergraduate B-Schools.

Are these rankings valid and how did BusinessWeek come up with this information? Well, the methodology (very important information, especially for inquiring minds) is outlined in a separate article called "Grading the Schools."

Internships and Social Responsibility

Again, here at CollegeRecruiter.com, we keep emphasizing the importance of internships as a source of work experience. Think also of internships in two additional dimensions especially compared with the practices of Notre Dame. First of all, it is possible to intern for a company that is related to a class that you're taking or just completed. This in turn cements the concepts that were gained in the class. The pieces begin to fall into place and the reason and logic for things becomes crystalized.

Secondly, interning can be considered a form of social responsibility. Instead of mustering all of that information and knowledge and storing it for some date in the future, it can be used to empower, improve, and build your present community on an immediate basis.

About Writing and Communication

Although there are some who feel their future is in writing in some manner (most focusing on journalism), it must be noted that writing skills are critical to all graduates. My suggestion, to supplement the recommendations in their article, is read your report or document over aloud. If the conversational tone of the piece isn't making sense to you (or your pet cat walks out of the room as you read), there's some rework that's needed. Sometimes the phrasing is the problem. Sometimes it's simply a matter of verbosity. Sometimes the language difficulty level needs to be taken down a notch. Work on writing skills as you consider your undergraduate or your B-school options.

The other important factor (that has caused complaints from partners in all manner of firms) is communication skills. Communication (speaking, listening, conveying the proper message and correctly understanding the content of information) is one of the most critical of employment skills and one of the most crucial admission factors. Of even higher importance is the value employers place on good to excellent communication skills.

Although BusinessWeek also announces that they're launching their undergraduate channel where students can interact with others, I don't see why CollegeRecruiter.com users need to go all the way over there to do what can be done here.

Two weeks from now, Kennedy Information is hosting what promises to be a great recruiting conference in Las Vegas. While some say that what happens in Vegas stays in Vegas, the truth is that what you learn in Vegas becomes key knowledge for your organization so your manager absolutely must find the money in the budget to send you. Tell her that I insisted. I'm sure that will pull a lot of weight.

I'll be at the conference. I'm part of the "why blog" panel. My counterparts in crime will be John Sumser, Founder and President of Interbiznet.com; Denis Smith, Talent Acquisition Manager of T-Mobile; and Jim Durbin, Director of Corporate Communications at Durbin Media Group. The moderator is Jason Davis of Recruiting.com. Should be informative and fun, or at least one of the two. :)

While many employers will say that their place of employment is better than any other other, it is one thing to talk-the-talk, but another thing to walk-the-walk. I can't think of a better indicator of a best place to work than the opinions of those who actually work there. Fortune recently surveyed employees across the country to come up with a list of the 100 best companies to work for.

Let me guess. Google is at the top of the list, right? Wrong. Well, it is on the list, right? Wrong again. Google doesn't even make the list. But Genentech does and it lands in the number one position. Never heard of them? Well, you're not alone but you've heard of them now. They're a biotechnology firm in South San Francisco and 95 percent of their employees are also shareholders. Their two most common jobs are salaried Research Associates, who earn an average of $69,425, and hourly Manufacturing BioProcess Technicians, who earn an average of $47,817.

The 100 best companies to work for are:

1. Genentech
2. Wegmans Food Markets
3. Valero Energy
4. Griffin Hospital
5. W.L. Gore & Associates
6. Container Store
7. Vision Service Plan
8. J.M. Smucker
9. Recreational Equipment (REI)
10. S.C. Johnson
11. Boston Consulting Group
12. Plante & Moran
13. Quicken Loans
14. HomeBanc Mortgage
15. Whole Foods Market
16. Edward Jones
17. Republic Bancorp
18. Baptist Health Care
19. Alston & Bird
20. Kimley-Horn & Associates
21. QuikTrip
22. American Century Investments
23. Qualcomm
24. David Weekley Homes
25. Cisco Systems
26. Goldman Sachs
27. Network Appliance
28. Four Seasons
29. Starbucks
30. SAS Institute
31. Robert W. Baird
32. Alcon Laboratories
33. Nugget Markets
34. CDW
35. American Fidelity Assurance
36. TDIndustries
37. American Express
38. Milliken
39. Amgen
40. JM Family Enterprises
41. Timberland
42. Microsoft
43. Intuit
44. Pella
45. SRA International
46. Nordstrom
47. AFLAC
48. Perkins Coie
49. Nixon Peabody
50. Northwest Community Hospital
51. Genzyme
52. Eli Lilly
53. Hot Topic
54. Arnold & Porter
55. Station Casinos
56. Publix Super Markets
57. Synovus
58. Stew Leonard's
59. Baptist Health South Florida
60. Vanguard Group
61. Sherwin-Williams
62. Memorial Health
63. Russell Investment Group
64. FedEx
65. PCL Construction
66. MITRE
67. Ernst & Young
68. Bronson Healthcare Group
69. Valassis
70. A.G. Edwards
71. PricewaterhouseCoopers
72. Booz Allen Hamilton
73. Yahoo
74. Standard Pacific
75. Quad/Graphics
76. Children's Heathcare of Atlanta
77. National Instruments
78. Methodist Hospital System
79. East Penn Manufacturing
80. CH2M Hill
81. Autodesk
82. Bingham McCutchen
83. Texas Instruments
84. Worthington Industries
85. First Horizon National
86. Principal Financial Group
87. Washington Mutual
88. Morrison & Foerster
89. Mayo Clinic
90. John Wiley & Sons
91. Granite Construction
92. Men's Wearhouse
93. CarMax
94. Bright Horizons
95. Wm. Wrigley Jr.
96. IKEA (U.S.)
97. Intel
98. General Mills
99. Marriott International
100. Nike

The good folks over at CNNMoney.com have been at it again. This time they've come out with a list of the 50 best jobs in America. While some such as college professor were of no surprise to me, others were. For example, I know that the job market has bounced back for information technology workers, but how many people would have expected software engineers to rank first? Or computer analysts to rank as high as seventh? And just where on the list is owner of a college job board? Hmmm.

The list, with no further editorializing:

1. Software engineer
2. College professor
3. Financial advisor
4. Human resources manager
5. Physician assistant
6. Market research analyst
7. Computer/IT analyst
8. Real estate appraiser
9. Pharmacist
10. Psychologist

11. Advertising manager
12. Physical therapist
13. Technical writer
14. Chiropractor
15. Medical scientist
16. Physical scientist
17. Engineer
18. Curriculum developer
19. Editor
20. Public relations specialist
21. Sales manager
22. Optometrist
23. Property manager
24. Actuary
25. Writer
26. Social service manager
27. Paralegal
28. Health services manager
29. Advertising sales agent
30. Physician/Surgeon
31. Management analyst
32. Occupational therapist
33. Mental health counselor
34. Landscape architect
35. Biotechnology research scientist
36. Urban planner
37. Lawyer
38. Speech-language pathologist
39. Meeting and convention planner
40. Dietitian/Nutritionist
41. Biological scientist
42. Financial analyst
43. Dentist
44. Accountant
45. Environmental scientist
46. Lab technologist
47. Registered nurse
48. Sales engineer
49. Veterinarian
50. School Administrator

Great article at Recruiter's World on how to obtain success from on-line job boards such as CollegeRecruiter.com. In the article, Frank Risalvato first states that the believe amongst some people, including some of my good friends, that you're not really recruiting if you're using a job board.

Frank argues that while using a job board is a legitimate method of recruiting, job boards do not make placements. To be successful using job boards, and therefore making placements, recruiters must become experts in how to use job boards. While the article would have been interesting if he had stopped there, he did not. Good thing. Because the rest of the article provided solid tips for recruiters who want to become experts in how to use job boards. Rather than me spoiling then fun, go to the article and enjoy!

The Washington Post is reporting that adult education is thriving nationwide with more than 92 million adults taking college classes. While that's great news for most, it isn't news to those of us at CollegeRecruiter.com. Three years ago, we significantly upgraded the continuing education section on our site so that it became a fully integrated and integral part of our career site. Our free School Finder product matches candidates up with one more schools of their choice. We work with hundreds of traditional and on-line schools and help students find the schools that offer the right combination of location, degree type, majors, etc.

Our School Finder product has been incredibly successful for the students and therefore the schools and CollegeRecruiter.com. It works well and is convenient and the convenience is critical. As reported in the same story, "Unlike high school students, who factor in everything from a university's academic reputation to its football team's national ranking when searching for a college, adult students look for one thing above all else: convenience."

On April 12, 2006, a day that will live in infamy (I turned 39 plus a year that day), the Economist released an interesting study showing that women may soon begin to out earn men:

Girls get better grades at school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. In Britain far more women than men are now training to become doctors. And women are more likely to provide sound advice on investing their parents' nest egg: surveys show that women consistently achieve higher financial returns than men do.

As the father of an almost seven year old girl, I'm thrilled. As a father of two older boys, I'm even more thrilled. As one of the owners of CollegeRecruiter.com, I'm ecstatic. As a male feminist, well, you get the idea.

For thousands of years, women have been forced to take the backseat to men in far too many ways and for far too many reasons. Employers who have struggled to find enough qualified talent should also rejoice, for a better educated female workforce will increase the quantity and quality of talent available to those employers. In the words of my seven year old, "You go girl!"

Fortune just released a list of the top 100 employers at which MBA's would like to work. While it is true that some non-MBA's would therefore regard this as being a list of of the top 100 organizations at which they would not want to work, the list is nevertheless enlightening as it tends to contain those organizations which have the best brand names on-campus, pay the most, and offer the best quality of work to their MBA hires. Heading up the list are four consulting companies (don't you have to be an MBA to work there in any capacity?) and -- wait for it -- Google:

1. McKinsey & Company
2. Google
3. Goldman Sachs
4. Bain & Company
5. The Boston Consulting Group

6. Citigroup
7. Apple Computer
8. General Electric
9. Johnson & Johnson
10. Morgan Stanley
11. Procter & Gamble
12. Nike
13. Lehman Brothers
14. Walt Disney
15. Booz Allen Hamilton
16. Microsoft
17. Deloitte
18. Bank of America
19. BMW
20. Merrill Lynch
21. JPMorgan Investment Bank
22. Starbucks
23. IBM
24. 3M
25. Intel
26. Yahoo!
27. Coca-Cola
28. UBS Investment Bank
29. Sony
30. PepsiCo
31. Toyota
32. Amazon.com
33. American Express
34. Target
35. Genentech
36. Dell
37. eBay
38. JPMorgan Chase
39. Fidelity Investments
40. Harrah's Entertainment
41. Deutsche Bank
42. L'Oréal
43. Accenture
44. Credit Suisse First Boston
45. Unilever
46. Starwood Hotels & Resorts Worldwide
47. Pfizer
48. Gap
49. Nestlé
50. PricewaterhouseCoopers
51. Southwest Airlines
52. Wachovia Corp.
53. Lilly (Eli Lilly and Company)
54. BP
55. Amgen
56. Central Intelligence Agency
57. General Mills
58. Marriott
59. Bear Stearns
60. Kraft Foods
61. ExxonMobil
62. Boeing
63. A.T. Kearney
64. Barclays Capital
65. Medtronic
66. Motorola
67. Ernst & Young
68. Monitor Group
69. Home Depot
70. Diageo
71. Cisco Systems
72. Limited Brands
73. GlaxoSmithKline
74. Reebok
75. Hewlett-Packard
76. Vanguard Group
77. Chevron Corp.
78. Mercer Management Consulting
79. Abbott
80. Colgate-Palmolive
81. Best Buy
82. KPMG
83. Federal Bureau of Investigation
84. Miller Brewing
85. Cargill
86. HSBC
87. Wells Fargo
88. Saks Inc.
89. Lockheed Martin
90. Honeywell
91. Mattel
92. American Airlines
93. MGM Mirage
94. United Technologies
95. Pulte Homes
96. Wal-Mart Stores
97. DaimlerChrysler
98. Shell Oil
99. ING U.S. Financial Services
100. Bearing Point

Recruiting is all about discrimination -- discrimination based on a candidate’s qualifications for the job being filled. Discriminating appropriately and legally is becoming a bigger issue across the United States as the stakes increase for employers as a result of new EEOC guidelines.

My friend and ultimate networker, Danny Parrillo, has asked me to ask readers of CollegeRecruiter.com Blog to join senior members of the Equal Employment Opportunity Commission (EEOC) and industry experts a landmark event at which the difficult issues about discrimination are discussed and debated. Company executives, hiring managers, recruiters and human resource professionals from across the United States are invited to participate in this free webinar of a live panel discussion. Hear the answers directly from the source! This could be one of the most valuable hours for you and your company.

The specifics:

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this fourteenth and final entry, we'll discuss the importance of internships.

If you are employed by a medium to large corporation, chances are you’ve seen two different types of interns. The first type has clearly been hired to fulfill a specific skill requirement. For example, a summer intern with web design skills builds an internal web site for your department. The student typically starts in the May/June timeframe and goes back to school in August/September.

The second type of intern is the management trainee. This student may work year-round or just during the summer. He/she learns the ropes by performing tasks as well as managing those employees who perform the tasks.

Both types of interns are likely to be evaluated as future employees. And just how important are these internships to college recruiting program? For Red Lobster, Enterprise Rent-A-Car, and Acxiom Corporation, the answer is "very important."

Acxiom has a year-round internship program through which students take on a variety of roles. For some students, an internship program such as Acxiom’s provides motivation. These students tend to be bored with school and are eager to work in real-world situations.

Red Lobster offers a 10-week summer program with hands-on experience. Interns rotate as crew members and also get operational experience. These internships compliment students’ "book education" by providing hands-on experience. Heather Kreider, University Recruiting Manager for Red Lobster, considers these programs a success -- many interns are hired into the management program.

Similarly, at Enterprise Rent-A-Car, the internship program mirrors the management training program. Interns get a taste of corporate culture and gain experience and are viewed as future talent.

In A Corporate Guide to College Recruiting, Sandra Grabczynski makes two interesting points about the importance of internships. First, interns can participate as part of your on-campus network and serve as public relations representatives. In other words, "they are your company’s live marketing video."

The other point the author makes concerns the way "Coca Cola uses its internship program to feed its full-time hiring process. This company interviews only at selected schools for interns. If an intern school produces a steady stream of interns who become full-time employees, Coke will add the school to its recruiting schedule for both internship and full-time recruiting."

Salary.com and Money.com have collaborated to come up with a list of the 50 best jobs in America. These are not just the best paying or most interesting jobs. These are the jobs that have more. Ease of entry and advancement, pay, and several other factors went into making this list. Here's the intro. This article should be of interest to job seekers and employment professionals alike.

The top 10 jobs are:


  1. Software Engineer - with a 46% growth factor
  2. College Professor - featuring a 39% growth factor
  3. Financial Advisor - realizing nearly 26% growth in 10 years
  4. Human Resources Manager - has nearly 25% growth in the same period
  5. Physician's Assistant - has noted a nearly 50% growth in 10 years
  6. Market Research Analyst - (a good writing and analytical situation for those with that bent) has seen a 20% growth rate
  7. Computer/IT Analyst - (for those who enjoy analysis and the technical side of life) has allowed a 36% stretch
  8. Real Estate Appraiser - has experienced nearly 23% growth
  9. Pharmacist - science, helping career, and analysis has shown nearly a 25% growth opportunity factor
  10. Psychologist - another helping occupation has created more than 19% room to grow

The other 40 occupations of note, along with useful pertinents and stats on 166 other occupation titles, are available in the article published by Salary.com, "The Best Jobs.

I just received my copy of This Week in Online Employment, which is published via email by Recruiting.com and edited by Jim Durban of StlRecruiting.com. I was surprised and happy to see that they named CollegeRecruiter.com Blog as the Blog of the Week. Jim wrote that I'm a posting maniac and that I give timely and accurate information to complement the expert advice on CollegeRecruiter.com. He added that I educate companies, graduates (and their parents) on how to make the best of four years or more of Frisbee Golf in the quad.

My reaction? Two-fold. First, I don't think that I've ever been so honored to be called a maniac. Second, where do I sign up for that round of Frisbee Golf and can I use the same ridiculously high handicap that I've, ahem, earned in "real" golf?

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this thirteenth entry, we'll discuss how to design your web site to address student concerns.

The importance of web sites to your college recruiting program was addressed in a previous part. Although they can be impersonal, students use them as an introduction and knowledge source for your company. This part deals with the usability and design of employment web sites in general, and then gives an example of how your web site can specifically address the needs of students searching for jobs and internships.

Clearly, a critical component of marketing your company lies in the structure and usability of your web site. In a white paper entitled Best Practices for Corporate Employment Web Sites and a series of published articles addressing these best practices, CollegeRecruiter.com offered the following web site features to ensure a competitive and candidate-friendly web site:


  1. Easy access to job link from home page
  2. Easy-to-find job postings
  3. Easy-to-understand web pages
  4. Privacy concerns are addressed
  5. Email a friend
  6. No login or registration required
  7. Easy access to job postings
  8. Job posting search engine should be simple
  9. Job postings should speak to the candidate
  10. Culture
  11. Team members
  12. Diversity
  13. Feedback from the employer
  14. Communications
  15. Good manners

These best practices are the basis for corporate employment sites. To attract college students, your site needs to address specific student concerns. As such, it should have easy access to company information, a specific section for students, and a look at the corporate culture.

For example, Microsoft offers a company information section on its home page. Click About Microsoft and you see the following topics:


  • Mission & Values
  • Corporate Citizenship
  • Company Information
  • Executive & Directors
  • Innovation
  • Trustworthy Computing
  • Investors Relations
  • Careers
  • For Journalists
  • Legal Information

One of the company information links, Careers, has a link to Student Center. This topic features tabs labeled MBA, Undergraduate/Graduate, and Internships. Click Undergraduate/Graduate, and you're taken to the main Microsoft college careers page. On that page, Corporate Culture is highlighted under the topic What’s Life Like @ Microsoft. The web site features plenty of opportunities for students to review Employee Profiles to get a feel for what real people have to say about the working environment.

The extensive Student Center and Company Information topics should serve to answer the frequently asked questions students are likely to pose. Certain sections have their own FAQs. For example, the Student Center section Internship links to Intern Program FAQs.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this twelfth entry, we'll discuss how to track your program.

Once recruiting professionals have executed their annual program and the quota of interns and new hires has been filled, one might think it’s time to kick back and take a well-deserved vacation. Maybe, but then again, maybe not. First, there’s the new employee orientation to handle. Then, the managers of successful programs take a look at what they’ve accomplished and figure out what they could improve.

Remember those "lessons learned" discussed in a previous part? The best recruiting programs use debriefing techniques, usually in a session or sessions designed for this purpose. Recruiting professionals then use the documented "lessons" in planning the next program. And this process doesn’t stop with "lessons learned."

In fact, the author of Kickstarting Your College and MBA Recruiting Program, Sherrie Gong Taguchi, recommends creating a feedback loop. The author recommends the following activities as part of your feedback loop:


Be relentless in your pursuit of how you are doing, particularly how you can improve.

Initiate 360-degree feedback on what is working, what is not, what your most formidable competitors are doing, what your reputation is in the marketplace, etc.

Surveys, exit interviews, quick e-mails or phone calls can be effective for candidates who you wanted to say yes, but said no; new hires; school administrators/faculty; recruiting team members; and hiring managers.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this eleventh entry, we'll discuss how to execute your program.

Hopefully, regardless of whether you’re starting a program or are a seasoned college recruiter, you’ve considered all the major factors impacting your program and carefully planned out the activities. New programs should be executed under the leadership of experienced managers; otherwise, as with most complex projects, inexperience will create mistakes and lengthen the time to achieve success.

Best practices for college recruiting programs were presented throughout this publication by giving examples and illustrations from the pros. On the other side of the "best practice" scenario, there are program execution mistakes to be avoided in program execution. In the article Kickstarting Your College and MBA Recruiting Program, Sherrie Gong Taguchi, an experienced college recruiting practitioner and author on this topic, presents

a synthesis of the worst mistakes from working with hundreds of organizations and recruiters over the years:
  • Recruiting college graduates and MBAs like your other recruits; not differentiating your plan.
  • Decentralizing too much among human resources, recruiting teams, and the hiring managers.
  • Not playing by the rules of the schools.
  • Expecting too much in the beginning as you are building your program.
  • Turning the recruiting faucet on and off.
  • Failing to market the program internally.
  • Exhibiting complacency and arrogance.
Remember that college recruiting is strategic. If your organization is not hiring this year, you still need to go on-campus to meet with the staff and faculty. Be open and honest with them. They understand that businesses face hiring cycles. When it is time for you to turn on the faucet again, you’ll find strong advocates waiting for you.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this tenth entry, we'll discuss how to plan and schedule visits by candidates to the employer's offices, which are often referred to as on-site visits.

Planning and scheduling company on-site interviews can be a little tricky. First, only the most serious candidates usually are invited to on-site interviews. Second, companies often need to consider logistics such as how these candidates will travel to and from the sites. But, a well-planned on-site interview will give students a good look at company operations as well as give company managers an opportunity to see students in action.

The recruiting professionals interviewed for this article were asked what activities were important to on-site interviews/visits. Here’s how each of these managers responded:

Heather Kreider from Red Lobster stated that "On-site interviews/tours are conducted by a Director of Operations or a restaurant manager. The manager’s responsibility is to make the interviews as realistic as possible (from an operations viewpoint)."

Making these visits "real world" was also emphasized by Marie Artim from Enterprise Rent-A-Car who said, "(Our) on-site interviews take place at branch locations. The key to these interviews is for the interviewees to get a realistic picture of the people and the environment and also to have an understanding of the work involved so they can make an educated (career) decision."

Allison Nicholas from Axciom Corporation outlined these key activities for on-site interviews:


  • Know what students need at this point in their lives.
  • Build a day of events.
  • Invite the right candidates.
  • Deliver what you said you were going to deliver.
  • Make an offer as soon as possible after the interview (Acxion makes offers to May graduates in November of their senior year).

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this ninth entry, we'll discuss how to plan and schedule your on-campus visits.

Planning on-campus recruiting is so critical to your college recruiting program that it’s best done by experienced professionals. The college recruiting experts interviewed for this article were asked what activities were key to their on-campus recruiting. They gave the following responses which are presented in three categories (Initial Activities, Interviewing, and Post Interview Communications). The author’s comments are italized.

Initial Activities


  • Prepare for and organize on-campus interviews. Information is provided (by Enterprise Rent-A-Car) well in advance of interviews. Axciom uses information sessions as one way to provide information to students.
  • Make sure the right students with the right skills are participating in the interviews.
  • Get the right company representatives on-campus (decision-makers positive about student engagement).
  • Make company presence known through an advertising campaign.

Interviewing

  • Be flexible: allow applicants to interview on-campus or apply on-line. Those applying on-campus are assessed during the screening interview. Those applying on-line can be assessed through on-line assessment programs.
  • Conduct interviews in-person whenever possible (versus phone interviews).
  • Standardize the selection process.
  • Use a consistent set of interview questions.
  • Get to second interviews as quickly as possible.

Post Interview Communications

  • Move quickly through process and follow up with potential candidates.
  • Keep in touch with candidates through phone calls, emails.
  • Make offers competitive.
  • Be responsive; establish trust.

Interview Scheduling

Sandra Grabczynski has fifteen years of college recruiting experience at the University of Michigan Business School and has advised thousands of companies on recruiting Michigan BBAs and MBAs. Here’s what this experienced recruiter says about campus interview scheduling in her book, A Corporate Guide to College Recruiting:

"Most schools open their scheduling books a year in advance to reserve dates for presentations and interviews. The best dates fill very quickly at most schools.

Schedule interviews with individual schools according to their time line.

If the school’s timing is really out of line for your company, go off-campus for interviews, but only if you can’t live with the career office arrangements and notify the career office staff of the dates when you will be interviewing."


The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this eighth entry, we'll discuss how to define the methods you will use to reach your target schools.

The two main methods to reach target schools used by companies are on-campus recruiting and web sites. Each has its own advantages and disadvantages and as such, deserves its own explanation.

Why is your college recruiting web site important? Unless you are fortunate enough to work for a company that conducts national advertising campaigns like Red Lobster and Enterprise Rent-A-Car, your web site is frequently the initial contact students have with your company. Some companies have an obvious advantage: students may have actually seen how these companies operate from an observer or consumer viewpoint.

So, think about first impressions in this world of technology -- frustrate a student online with poor navigation and insufficient information and you’ve lost a major opportunity to sell your company. A Corporate Guide to College Recruiting, written by Sandra Grabczynski, explains the following about using the Internet for selling your company to students:

Today’s students, raised on MTV, want fast, glitzy activity. For the wired (and now, wireless) generations, the Internet is a way of life, and the first place they begin their research. It is an excellent vehicle for advertising and keeping interested parties current on your company’s activities and advancements.

The subject of designing a web site for recruiting and specifically, college recruiting, is addressed in more detail in a later entry in this series of articles - Designing Your Web Site to Address Student Concerns.

What the Professionals Say About the Importance of Web Sites

In response to an interview question asking how important the company’s web site was to her company’s college recruiting efforts, Heather Kreider of Red Lobster responded as follows: "Our company’s web site is very important to our recruiting; it compliments all other efforts. But on-campus relationships are the most critical" to Red Lobster’s recruiting efforts.

Allison Nicholas of Axciom reinforces the comment about on-campus relationships with this statement, "Our web site is important as an information source, but nothing replaces relationships with students on-campus."

Herein lies the major disadvantage of college recruiting web sites -- they are impersonal. And on-campus recruiting, properly executed, gives students the real people deal. On-campus recruiting planning deserves your attention. The next section deals specifically with this topic, the second main method to reach target schools.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this seventh entry, we'll discuss how and why you should gain organizational commitment for on-campus recruiting program.

Failure to get your company leadership committed to your college recruiting program usually ends up in a disaster. No recruiting manager wants funds to disappear, either gradually or suddenly. Avoiding a program budget slump appears simple -- turn your program into a highly-recognized success, or, like Allison Nicholas, be fortunate enough to work for a company whose President did college recruiting in the past. But what if you’re not as fortunate as Ms. Nicholas and you’re beginning a new program or trying to rejuvenate an old one?

Here’s what Heather Kreider, University Relations Manager for Red Lobster, advises on the topic of gaining organizational commitment:

Showcase your program and its impact to company leadership in a public relations effort. Part of this effort is to engage company leaders in on-campus recruiting activities such as speaking to campus groups.

Organizational commitment also means engaging employees in the recruiting process. Experienced employees sometimes see college recruits as kids stealing coveted jobs. But employees who interact with students on-campus or on-site report win-win situations. Students get to talk to employees about day-to-day activities while employees better understand the importance of bringing "new blood" into the company.

Getting employees engaged in college recruiting produces results. Here’s what Wetfeet’s Student Recruiting Outlook 2006 reports about this topic:

Companies that are serious about hiring campus talent (especially banking and consulting firms) are committing serious resources to their campus hiring activity; many send large numbers of alums back to their alma maters multiple times per year. These efforts seem to bear fruit for their employees, as many of them are identified as "Top Recruiters on Campus" by the students surveyed.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this sixth entry, we'll discuss how and why you should define and refine your on-campus recruiting program targets.

Now that you have assessed internal and external factors which may affect your program, evaluated your recruiting program performance, described and identified your target audience, and figured out what schools to target, it is time to decide how you will determine your college recruiting program success. What targets will you set for your company?

As mentioned in the Introduction, the recruiting managers interviewed mentioned targets in the form of metrics as follows:


  1. Number of students/interns. It’s also possible to break this particular number into number of students/interns per school.
  2. Costs per hire.
  3. Retention rate of prior recruits, rate of promotion to next level.

These measurable targets are based on factors assessed previously and budgetary figures.

In addition to targets which can be precisely measured, less-tangible targets can be set. For example, Marie Artim of Enterprise Rent-A-Car, describes another important way to determine college recruiting program success -- program recognition and accolades. Enterprise’s program is highly recognized industry-wide by NACE (National Association of Colleges and Employers) and is cited in the Princeton Review’s annual book, Best Entry-Level Jobs.

Another example of determining program success was described by Allison Nicholas of Acxiom Corporation -- "you know your program is doing well when hiring managers ask for college recruits to fill their open positions."

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this fifth entry, we'll discuss how and why it is important that you identify the schools at which you'll focus your on-campus recruiting efforts.

Based on the results of the previous three steps and any other information from alumni and college faculty/administration contacts gathered throughout the previous year, you may need to find or re-look at which schools to target for your program.

Factors that could cause you to add a school to your program are as follows:


  • Strong recommendations from employees who are alumni.
  • The addition of a program from which you can draw candidates.
  • A change in administration at a school where you wanted to recruit students, but were not able to gain a foothold.

Factors that might cause you to cross a school off your list:

  • Budget limitations
  • Change in the quality of a program you were recruiting from.
  • Recruits from a particular school/program are no longer a good fit with your corporate culture.
  • Poor results from a previous year(s). This could possibly result from other issues.

New college recruiting programs may have a difficult time establishing relationships in certain schools. You might want to turn to some of your existing employees who have established relationships with administrators and faculty at their alma maters. In addition, find and build relationships with the career service office professionals and other college administrators who head the departments which control on-campus recruiting. Small, local colleges may be an excellent place to start. Your successful relationships with these schools will allow you to more easily enter the front-door to the schools that have a large number of employers trying to hire their students.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this fourth entry, we'll discuss how and why it is important that you identify the critical external and internal factors that will impact your program.

Identifying and describing your target audience -- why is this activity perhaps the single most important step in your college recruiting program? To answer this question, you need to think about the role a college student plays in the recruiting process. If companies consider college students their “customers,” the probability of recruiting success increases significantly.

Identifying and describing your target audience -- why is this activity perhaps the single most important step in your college recruiting program? To answer this question, you need to think about the role a college student plays in the recruiting process. If companies consider college students their “customers,” the probability of recruiting success increases significantly.

In the white paper Student Recruiting Outlook 2006, author Steve Pollock suggests that
“organizations who truly adopt a candidate-centric approach to recruiting fare much better in the hiring process – especially when the candidate is deciding among multiple offers.”

Pollock advises companies as to how they might adopt a candidate-centric or customer-based approach:

“Employers should strive to put themselves in the candidates’ shoes and ensure students come away from interactions feeling wanted. It’s not necessarily expensive to accomplish this, but does take careful attention to detail and process.”

In the article Kickstarting Your College and MBA Recruiting Program, author Sherrie Gong Taguchi emphasizes that professionals involved in recruiting college students need to know “what’s important to those you want to recruit.”

Specifically, she mentions the following question recruiters should answer about targeted candidates:

“What matters to them now, during these particular times? (It’s definitely very different than what mattered to these same candidates only a few years ago.)


  • Is it your organization’s values and culture?
  • Who your leaders are and your corporate responsibility?
  • Are stability and measured growth more or less important?
  • Is compensation at the top of the list? Or maybe career development opportunities?
  • What do you have to offer that your tier-one candidates want?”

Once you answer questions like these, you start to get an idea of specifics that today’s college recruits might be looking for in their first job. At the same time, your responses provide an important source of information to help direct pre-recruitment activities.

How the Customer-Based Approach Meshes With Your Requirements

This “getting to know your audience” activity works hand-in-hand with your company’s requirements for college recruits. Prior to beginning a new program, you’ll re-visit the ideal candidate for your company. The following summarizes candidate characteristics from three companies in different industries. Recruiting professionals from each company were asked, “What skills/characteristics does your company look for when recruiting college students?”

Acxiom Corporation's Allison Nicholas, Team Leader – College Recruiting, gave this description:


  • Technical skills that match the roles being filled; technical aptitude
  • Well-rounded, can-do
  • Excellent communication skills
  • Willingness to learn

Enterprise Rent-A-Car's Marie Artim, Assistant Vice President – Recruiting, gave this description:

  • Leadership attributes
  • Sales, customer service skills
  • Motivated
  • Communication skills

Red Lobster's Heather Kreider, University Relations Manager, gave this description:

  • Passion for hospitality and restaurant management
  • Leadership and management skills
  • Good communication skills
  • Strong decision-making ability

Your company’s requirements for specific roles and the wants and needs of the students coincide to produce a profile of ideal candidates for your college recruits. Let’s look at a way to identify the ideal candidates well before you develop your program.

A Sports Analogy Helps!

Sports analogies used to be frowned on, mainly because they were not generally understood. But today, most people know that colleges actively recruit young athletes and those recruitment efforts sometimes begin when the athlete is still in middle school!. After years of recruiting the same person, a college coach is very familiar with an athlete’s ability on the playing field and in the classroom.

This sports concept – know your audience – can also be employed by companies to find and recruit talented candidates early in their “careers.” For example, Allison Nicholas, Acxiom Corporation’s Team Leader – College Recruiting, finds talent by targeting math and science contests starting at the middle-school level. Acxiom representatives network with potential recruits throughout their educational experience. According to Ms. Nicholas, “What’s extremely important to college recruiting at Acxiom are the relationships the company establishes with students throughout their education.”

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this third entry, we'll discuss how and why it is important that you assess the past performance of your program.

College recruiting program managers may want to steal a tip from Information Technology project managers. After a major application system deployment, a project manager should conduct a “Lessons Learned” session to discuss what went right with the project and what could have been done more intelligently. No project or program will run without activities that could be accomplished more efficiently or by producing more effective results.

So what was done in prior years’ college recruiting programs that could be tweaked? Or, if you’re starting a new program, you may want to ask colleagues in other companies what they could improve to run a better program. Either way, a good start is to learn from other companies’ mistakes. A list of well thought out “Lessons Learned” tips can be seen in the article Ten Cost-Effective Tips to Improve Your Campus Recruiting by Steve Pollock of WetFeet:

What else from past programs should be assessed? Here’s a list of a more items you could consider:


  1. Did your company meet anticipated needs for college hires in previous years? If not, why not? What were the roadblocks to achieving these needs? What could you do differently for this year’s program?
  2. Has the recruiting staff changed since the last program was completed? Is supplemental training required to accommodate this year’s program?
  3. What was the cost per hire for the previous program? How does that compare to other companies in your industry or in other industries?
  4. A commonly-used human resources tool is evaluations, especially in training. If your company asked for feedback during any phase of the college recruiting process, you can use the insights of college students as part of your assessment.
  5. A valuable follow-up item for assessing your past performance is interviewing. Talk to college recruits from the last few programs and to alumni who have relationships with instructors, administrators, and students from various schools.
  6. What’s the turnover rate for college hires in the past few years? If these rates have been higher than anticipated, it may benefit the college recruiting program to review exit interviews of a sample of the college hires who are no longer employed by your company.

The purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program. In the first entry, we defined success and laid out the steps to the program. In this second entry, we'll discuss how and why it is important that you identify the critical external and internal factors that will impact your program.

Affecting Your Program

This first step in building your college recruiting program may sound entirely self-evident, but it is frequently overlooked in the rush to get out into schools and hire recruits. Typically, employers run programs in the fall (September through December) and the winter (January through March). Months before employers visit schools, recruiting personnel look at certain factors which may impact upcoming programs.

Internal or Organizational Factors

It is helpful to your recruiting program in general and the college recruiting program in particular, to identify what organizational factors will impact the programs. Here are a number of questions you can ask to isolate these factors:


  1. What reorganizations have/will take place?
  2. After the reorganizations, will new leaders be required or will managers be eliminated?
  3. What businesses have been bought or sold? Will these changes require new skill sets?
  4. What leaders have left the business or retired?
  5. What business units will need new leaders and in what time frame?
  6. What business units will need support from interns?
  7. What has happened to requests for college hires? Have they increased or decreased?
  8. What is the financial health of the company?

Corporate Culture

An internal factor frequently overlooked is the corporate culture. But without defining and describing this factor, it becomes difficult to identify qualified college candidates, both as recruits and as interns. For example, a candidate who is a thoughtful cerebral type may not “fit” in a freewheeling environment where self-starters thrive.

When considering the corporate culture factor, use as many words as possible to describe your culture. Think about your culture and how things generally operate, and write as many descriptors as you can come up with in 30 seconds. Each time a new college recruiting program is created, check this list to see if any descriptors are off the mark. For example, the culture at one global company traditionally led by scientists has been described as follows: fiercely independent, flexible, savvy, quick to fire, slow to hire, empowering, liberal. Should bean counters become company leaders, over time the word “liberal” used to describe the culture may change to “conservative.”

External Factors

Because the non-work world continually changes, so must your college recruiting program because external factors play a role in the development of successful college recruiting programs. Several examples are as follows:


  1. Economic Factors. Suppose the economy has turned negative. Instead of a growing, robust economy where jobs are plentiful, a recession is on the horizon, stock markets are depressed, and the unemployment rate is headed for double digits. This situation affects college students about to graduate because unless they are in a field where demand is endless and supply is limited, they know job hunting may be a long, difficult process.
  2. Competition. What are your main competitors up to in the college recruiting arena? If your contacts in competing organizations are non-existent or if you believe them to be non-existent, then surf the net. The web sites of your competitors may reveal hiring trends of which you were not aware.

A Recipe for Successful College Recruiting

Today, people look for simple recipes for success in all areas of life and work. And most major processes like college recruiting can be dissected into identifiable components. If you experimented a little, you might dream up a recipe for college recruiting as follows:


  1. Take one part pre-screened college students with skills and personality characteristics that fit into your company’s culture.
  2. Add one part savvy recruiter who knows exactly what motivates today’s college students.
  3. Add one part expert recruiter with the ability to spot talent the way baseball scouts look for the next generation of home run champs.
  4. Mix well during interviews and presentations on-campus and on-site.

The result -- a steady stream of talent to run your company in the future, supplement areas where state-of-the-art skills are required, and provide temporary, ready-to-work, fill-in employees.

Clearly, this explanation oversimplifies the college recruiting process. But very few corporate leaders would argue with the results. Targeting college students creates a concentrated pool of talent for recruiting.

Because college students represent a readily available and unique talent pool several times a year, your college recruiting program must address the timing of recruiting as well as the specialized needs of college students. These two factors present a challenge for human resources professionals and differentiate recruiting college students from recruiting experienced professionals from the general work force.

The Purpose of This Series of Blog Entries

Given this unique but rewarding challenge, the purpose of this series of CollegeRecruiter.com Blog entries is to define and describe the basic steps to create a successful college recruiting program.

These steps may seem obvious activities requiring project management mixed with common sense and significant recruiting experience. And they are. But it’s also clear from interviews with experienced human resources managers who control college recruiting programs that it’s the details that count. The common, everyday, persistent application of simple process steps makes a college recruiting program successful.

The Definition of Success

What might be running through your mind is this question – what makes a college recruiting program successful? The definition is corporate-specific and tied to individual recruiting program objectives.

For example, when recruiting college students for leadership roles, experienced human resources managers mention the following key indicators for program success:


  1. Are hiring targets being met? For example, we planned to hire 100 college students from 25 colleges for our leadership program. Did we meet that target?
  2. How are the individuals faring in the organization? Are they getting outstanding performance evaluations? Are they getting the expected promotions?
  3. What are the costs per hire? How does that compare to the cost per hire for experienced hires?

College Recruiting Program Steps

Achieving a successful college recruiting program, whatever the individual company definition of success, requires a clear-well defined plan composed of the following steps. This publication will define and flesh out these steps for ease of execution.


  1. Identify external and internal factors affecting your program.
  2. Assess your past performance.
  3. Describe your target audience.
  4. Target schools.
  5. Define the methods you will use to reach your target market.
  6. Gain internal commitment for the college recruiting program.
  7. Define the methods you will use to reach your target market.
  8. Plan/schedule on-campus visits.
  9. Plan/schedule on-site visits.
  10. Execute your program.
  11. Track your program.

In addition to these steps, this series will include sections entitled Designing a Web Site to Address Student Concerns and the Importance of Internships. The first of those two sections will employment site structure and usability as well as how to address specific student concerns. The second of the two sections will present reasons why it’s necessary for companies to offer internships.

Question from Candidate:

I was working for a hvac company back in july of 2004. After being there 4 months i had a back injury a serious one,(2 herniated disc in lower back). At the time of the injury the employer went out of their way to keep me from collecting workers comp, so i obtained a lawyer.the lawyer got workers comp rolling. 10 months later i was told by the insurance company's dr i could return to work. i spoke with my lawyer since i obtained my lawyer the employer hasnt so much as even called to see how i was. I felt there was going to be a big problem returning to the same company as there was alot of tension. this happened in july 2005 that i was released to go back to work. Anyhow every since i was released to go back to work , i havent had any job opportunities. I've applied to a few hundred companies since that time and have only had 2 interviews in that 8-9 month period. Both interviews went well or so i thought, but i was turned down for both jobs. Granted im trying to switch careers from hvac to office environment, because my back problems are still there. Anyhow i do believe the company i collected workers comp is giving me a bad reference, as honestly i do believe the company figureheads arent very professional, i dont see it being far fetched they give me a bad reference.I dont know what to do im 26 years old and went to school for hvac , im passionate about working with people and especially computers as im a computer nerd in my spare time. ive focused on customer service as the main position i apply for. Though on my resume it appears i dont have customer service experience, but i do have experience its just my last customer based job was yrs ago and not even mentioned on resume as it was 7-10 yrs ago. I wish i could just remove that company from my resume but if i did id lose a year off my job history as i was still technically employed with the company til the dr returned me to work then at that time i decided not to return after they had tried to trick me into not filing workers comp.

April is a busy month for girls and women. It was recently (historically speaking) designated Women's History Month. For approximately 10 of the past 13 years, it was the month that Take Our Daughters to Work Day was celebrated across the United States.

The latter originally began in order to make girls aware of the fact that they do have a place in the workplace other than the traditional support staff roles to which women had been restricted. The fourth Thursday of April was set aside by the Ms. Foundation as the date girls could shadow someone in business for a day, to learn more about the type of work that person does, what the real day-to-day activities are, how to act in a business-like manner, prepare for meetings, be involved in business decisionmaking.

As time passed, the cry of equal opportunity rose in objection to just girls having one day away from traditional school in order to learn about career options. So in 2002, the first Take Our Daughters and Sons to Work Day evolved. And as the years leading up to that inclusion passed, nontraditional careers began being examined as possible career paths.

Last month I discovered an Arts calendar that shows the various displays and special events in Southern California. As I examined the entries, the thought occurred that the special events and dates also represented ideas for career options in the Arts. So I tore out the pages for March and April to share some career options in the Arts with you on a calendar basis.

March 1 and 2: Admission to the Craft and Folk Art Museum is free on he first Wednesday of each month. For those who enjoy crafts, quiting, and folk arts, a career can be made in using and preserving these traditions. Consider handmade furniture for boys or girls, pottery making, glass or surface decorating as occupations that create art but also have functional bases.

The Hammer Museum has free admission on the first Thursday of each month and features contemporary art. Maybe because it's based on UCLA's campus is why this museum features things that can appeal to a person with diverse interests and drives where Art is the underpinning. It's displays range from classic to cutting edge, historical to contemporary in addition to master works. Those who enjoy history may be able to develop some ideas on how to integrate their second love of art into a career by viewing this. Art gallery sales and appraisals may be options that require skill in public speaking, negotiation, persuasion, math. Has anyone considered a writing career as an art critic or the person who writes the description of the event coming to a particular venue?

What about teaching art of some sort to others? Teaching is more than just talking and demonstrating. Lesson plans need to be written for each day of class. And then there's evaluation of class papers.

March 4 and 5: Orange County Museum of Art features Landscape Confetti as part of its contemporary art exhibits. But that brings up yet more career options. Landscaping architects determine what shape the yard will take and what maneuverings will help create it. The type of medium to be used is also part of this decisionmaking -- all the way from the type of earth to the height of the tree and everything inbetween.

Has anyone ever picked up a gardening or landscape picture book, or a gardener's encyclopedia? Someone had to know and understand plants in order to write about them. Someone needed technical writing skills in order to explain how to tend and care for the plants and describe them adequately enough that we consumers will understand the unique qualities of each plant.

Just because one is in writing and publishing doesn't necessarily mean they are the one who scribes the words. Publishing has multiple branches for career paths. Still in editorial are occupations such as copywriters, proofreaders, fact checkers -- the people in the library who go through the files and double check information to make absolutely certain it's true and accurate.

There are also the photographic editors and photographers. Someone needs to take the pictures or choose the images used in the publication. The people who handle cover art for books need to have a sense of what's happening in the story or written piece so that the artwork blends into the work and is in consonance with the context. We still haven't gotten to the typesetting and printing departments, nor legal with its concerns about copyright and contracts.

Oh, that's right. Back to the calendar of events for the Month of March!

The Mingei International Museum is in San Diego and features folk art and paintings from around the world. Just because you're a local of your city or state doesn't mean you'll never in your life have any dealings with any other part of the world. As we keep talking about diversity and inclusion, it would be good to have someone become versed in world relations through artistic expression. The more one understands the traditions, the easier comes appreciation and acceptance.

March 19 - 25: Storytelling is a form of oral history. At museums, the guides (there's another entry-level career option) need to be able to relate the story of what's being displayed. Those guides learn their script from the endeavors of the person who wrote out the display description, complete with history of the period, a few traditions tossed in for interest, and some cultural input to lend appreciation of what's there.

The Museum of Tolerance, renown for its Holocaust display, features "Once Upon a World" story hour, the story of Cesar Chavez. One important aspect of storytelling is appreciating the best way to convey the information so that it is memorable. The need for accuracy is paramount. Thus, a solid knowledge of history goes with this career. If pictures will help make the recitation more memorable, it's important to have a knowledge of where to obtain the images. Integrating actual photos and images or clip art is another determination that needs to be made with some degree of enlightenment. And still another factor important to the presentation is knowing whether a PowerPoint, slide, or tactile instrument (the actual photograph) presentation would be proper. What's the person who does this called? Choreograhper?

Both the Long Beach Museum of Art and The Museum of Contemporary Art (Los Angeles), are featured sites during this week of Fine Arts Appreciation. The Long Beach is noted for having over 5,000 paintings, sculptures, and drawings. All that art that needs to be organized, catalogued, inventoried, and displayed in such a manner that the appreciation of the art will be completely savored rather than merely throwing non-uniform pieces willy nilly because there was space for it on a shelf. So there's a need for display artists, people with a sense of history, color, balance, continuity. Isn't the curator the one in charge of the entire collection? There must be titles for the other players in creating a cohesive presentation.

The San Diego counterpart of the Museum of Contemporary Art focuses on art from 1950 to the present. Biographers are needed in order to write notations about the artists and convey to the public the various factors that influenced the artist. Now here's a case of integrating an interest in writing with history and genealogy.

Closing out the week is The Getty Center's Family Festival, a presentation of crafts, performances, and "fun surprises." The Getty is known for its research, conservation, and grants. Here, again, are many careers associated with The Arts. Those interested in environmental issues, history, preservationists, those who love learning more about things (researchers), and contracts and grants administrators would be wise to look into places similar to The Getty for types of entry-level opportunities available.

March 26 - 31: In addition to notes about the National Gallery of Art's KidZone (which is an online site for game playing and making computer art) two museums are featured. But let's consider the KidZone before wrapping up. One of the burgeoning industries at this time is computer games. Types of workers are computer programmers, simulators, equipment handlers, physical therapists, artists, cartoonists, graphic artists, quality assurance workers, quality controllers, testers. Who said art and computers don't go together? Additionally, for each game produced, there's a story that goes with it and someone who's worked out and written up the story map and strategy. There's been someone to evaluate the levels of difficulty and appropriateness for certain ages.

Hmm. This calendar isn't specific. I wonder if they meant that KidZone or this one or this one.

The two featured museums are Santa Barbara Museum of Art which is featuring huge sculptures of everyday objects by Claes Oldenburg. Okay, someone needs to be able to describe this.

One of the more fascinating entries on this page of the calendar is Museum of Jurassic Technology. Here there's an integration of art, Jurassic history, knoweldge of how to depict things in a contextual manner. If you're creating the display labels, there's still a need for good writing skills. In addition to the live venue, there's also the Radio Documentary by Sound Portraits, which is writer Lawrence Weschler's profile of this singular institution, home to spore-inhaling ants and bats that can fly through walls. So here, we have a need for some talent in broadcast and audio arts such as sound mixing, controlling a sound board, dubbing, editing, as well as timing.

Believe it or not, this page of the calendar does end. There are references to two online resources for additional information and resources. Ah-ha! Writing career coupled with web content writing, web page creating, HTML coding. Anyway, consider the entries for LAartsEd, the arts education programs offered in Los Angeles County. Also noted for gaining more art appreciation is discovering Los Angeles through its Walking Tours presented on the Los Angeles County Cultural Calendar. Oh yes, yet another occupation -- scheduler, not to mention calendar keeper.


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