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The latest news, trends and information to help you with your recruiting efforts.

Julie Ann Sowash of Disability Solutions

Posted March 21, 2020 by

Faith Rothberg of College Recruiter and Julie Ann Sowash of Disability Solutions Selected by NACE to Deliver Presentation on How Programmatic and CPC Impact-Diversity and Inclusion

Minneapolis, MN (March 20, 2020) — Job search site, College Recruiter, announced today that its chief executive officer, Faith Rothberg, will deliver a presentation at the 2020 National Association of Colleges and Employers (NACE) annual conference in Minneapolis with Julie Ann Sowash, Executive Director of Disability Solutions.

NACE is an American nonprofit professional association for college career services, recruiting practitioners, and others who wish to hire the college educated. It boasts a membership of more than 8,100 college career services professionals at nearly 2,000 colleges and universities nationwide, more than 3,100 university relations and recruiting professionals, and the business affiliates like College Recruiter that serve this community.

This year’s conference will be held at the Minneapolis Convention Center from June 2nd through 5th. Approximately 2,500 career service, recruiting, and others typically attend these annual conferences.

“I was thrilled to be notified by NACE that the proposal that we submitted was accepted by their annual conference selection committee,” said Rothberg of College Recruiter. “We felt that the proposal would likely be of interest to them and the attendees to the conference as inclusion is a core value for NACE. We admire their passion to foster and support individual and organizational diversity and inclusion to advance equity in all facets of the Association.”

According to Sowash of Diversity Solutions, “Our plan is for Faith to begin the presentation with an introduction to how programmatic and cost-per-click advertising work. Attendees will see how an employer might use one and not the other, but they typically work together. I’ll then discuss how they may undermine diversity and inclusion efforts by steering advertising budgets to the job search site or other media property that offers the lowest pricing, which is often very different from delivering the diverse – candidates employers are seeking.” Instead of just identifying the problem, Faith and Julie will – recommend a solution that is simple to implement and will, we hope, be adopted by employers seeking diverse candidates including recent graduates and talent with disabilities.

About College Recruiter

College Recruiter believes that every student and recent graduate deserves a great career. Our customers are primarily Fortune 1,000 companies, government agencies, and other organizations who want to hire dozens or even hundreds of students and recent graduates of all one-, two-, and four-year colleges and universities for part-time, seasonal, internship, and entry-level jobs. For more information, call 952.848.2211, email Sales@CollegeRecruiter.com, or visit www.CollegeRecruiter.com.

About Disability Solutions Disability Solutions works with employers to help strengthen their workforce through diversity and inclusion. We partner with top companies to deliver people and business-driven outcomes by developing recruiting and engagement strategies for the disability community – delivering custom solutions in outreach, recruiting, talent management, retention and compliance. For more information, call 203.203.6220., email Info@DisabilityTalent.org, or visit www.DisabilityTalent.org.

Photo courtesy of Shutterstock.

Posted February 28, 2020 by

Why are students demanding paid internships and higher wages for entry-level jobs?

A week doesn’t go by without an employer that College Recruiter works with or who I’m connected with in some way questioning why students aren’t interested in their unpaid internships, or their entry-level jobs that pay $12.00 an hour. Invariably, the conversation includes the phrase, “back in my day”.

The reason, quite simply, is that the 99 percent of students who weren’t fortunate enough to be born into wealth simply need the money to eat, pay rent, and afford other necessities. Yes, I get that when you went to school in 1979 that you worked hard (and part-time) as a waiter and paid for your own college and living expenses and graduated with no debt. But do you get that the same job now pays only a fraction of what it did four decades ago and the cost of housing, health care, transportation, and college are exponentially larger than they were when Carter was still president?

According to the Bureau of Labor Statistics Consumer Price Index (CPI) and the Bureau of Economic Analysis’s Personal Consumption Expenditures Price Index (PCE), a student working as a part-time waiter today needs to earn $34.20 an hour based on a 30-hour workweek in order to have the same spending power as you did in 1979 if you were making about $10 per hour. As eyebrow-raising as that may be, the reality is actually worse.

Using the CPI and PCE essentially assumes that what someone would buy in 2020 is the same as what a similarly situated person would buy in 1979. But spending habits, like our tastes in fashion, change. If you attended the University of Minnesota (go Gophers!) in 1979 and your lifestyle was that of an average student, the $10 per hour you made in wages plus tips might have been sufficient to cover your costs. But an average student today lives in a nicer apartment, has to cover more of their healthcare costs, is more likely to use cars as their primary means of transportation because mass transit hasn’t kept up with the growth of the Twin Cities metro, and college, well, don’t even get me started (yet) on the horrendously increased cost of college.

Now, I can hear some objections. “But I was poor and didn’t have all the luxuries these pampered kids have today! They’re choosing to go expensive schools and have fancy toys. That’s their problem!” Well, to an extent, that’s true. But before you starting point fingers like that, maybe look first into the mirror. What kind of a television did you have when you were in college? Did you have friends over to play videogames or watch a movie? If so, your TV was probably at least as good as those owned by your friends. Now, picture using that same TV today to watch anything. Hard to imagine, isn’t it? Would you think it reasonable to expect any of today’s students who are living the lifestyle you lived decades ago to use the same TV you did? Of course not. If your TV was even average as compared to those of your friends then, logically, you should agree that today’s student should have a TV that is average amongst their friends. And that means a large (but not enormous), flatscreen TV. At Best Buy, best selling televisions averaged $330 in 1994 and $280 today, so that appears to be a deflation of $50. But when you factor in inflation, they’re about the same price. So don’t start thinking that today’s student with a flatscreen TV is living the life of luxury, as they’re no more living that lifestyle than you were a few decades ago.

Prefer numbers instead of TV analogies? Let’s flashback to the era when Gen Xers like me were graduating from college. Let’s assume that you graduated in 1985 and so you’re about 52 years of age now. In that era, the median male worker needed only 30 weeks of income to afford a house, car, healthcare, and education. Some call this the Cost-of-Thriving Index (COTI). By 2018, that same lifestyle would require 52 weeks of income, an increased workload of 73 percent.

If we look at median expenses for male workers today (we use male because households with multiple people still tend to have more males working than females) and compare those expenses to those in 1985 for people with similar, average lifestyles, we find that the male worker in 1985 could easily afford housing, healthcare, transportation, and college costs, meaning they had plenty of room leftover for non-core items like clothing and even some discretionary items like entertainment. Today? That same lifestyle leaves the male short of cash even before non-core and discretionary items. Instead of it taking 30 weeks to cover all of these COTI costs in 1985, it takes 53 weeks to cover the equivalent costs in 2018.

So, the next time a younger Millennial or Gen Z worker passed on your unpaid internship or questions the $12.00 starting wage for your entry-level opportunity, maybe choose to advocate within your organization for higher wages. In other words, instead of pointing fingers, have a look in the mirror. The problem isn’t with the person you’re pointing at but, instead, with the person whose reflection is in the mirror.

Posted February 13, 2020 by

How employers should communicate their social justice and progressive values to job seekers

The conventional wisdom is that the older you get, the more conservative you get. But better analysis shows that how progressive or conservative your generation is has more to do with when they came of age than your current age. Generations that came of age when conservativism was fashionable, such as during the Reagan Administration, tend to stay conservative as they age. And generations that came of age when progressiveness was fashionable, such as during the Obama Administration, tend to stay progressive as they age.

Today’s youngest job seekers — members of Gen Z — came of age during Obama’s presidency, and tend to be more progressive than previous generations. They have a greater interest in working with companies that place a high value on gender pay equity, salary transparency, diversity, equity, and inclusion. How should employers communicate these values to job candidates in an authentic way?

Authenticity by employers is important to all candidates, not just the youngest members of the workforce. But the youngest members also tend to be amongst the savviest in finding accurate information, so employers may be able to more easily fool older than younger candidates, but all deserve accurate information.

At College Recruiter, we remind employers of the expression that a picture is worth 1,000 words but then build on that to tell them that if a picture is worth 1,000 words, then a video is worth 1,000 pictures. Use video to communicate your corporate values and do so using short stories by actual employees. 

Do you encourage the creation and active participation in employee resource groups such as those for members of LGBTQ communities? If so, record a very short video and then share that on your YouTube channel and elsewhere. 

Have you undergone an audit to ensure that your compensation is equitable across gender and other lines? If so, record a very short video and then share that too.

Today’s grads, as compared to past generations, are more inclined to care about concepts like diversity, inclusion, equal pay for women, instead of just what their own salary and benefits will be. College Recruiter has been helping students and recent graduates find part-time, seasonal, internship, and entry-level jobs since 1994 and so we’ve seen a lot of changes. One of those changes is the heightened desire by those mostly younger candidates to do work that benefits society rather than just their bank accounts. The reasons are numerous, but their education and the economy are two of the most important. Regarding education, today’s young people are taught more about diversity, climate change, and other societal issues when they’re in primary and secondary schools and so they know and care more about these issues than previous generations. Regarding the economy, it is pretty easy for them to find a job and so they’re better able to be choosy. If you graduate into a recession, you’re going to feel fortunate to be able to get any job and so you take it even if the employer’s values don’t align well with yours. But if you have the choice of five jobs, you’re able to weigh factors like salary against social good and many will take less salary in return for doing work that benefits society as a whole.

More companies are being transparent around salary and hiring decisions to address these issues and young workers are reacting as you would expect: they’re more inclined to seek and accept employment from employers who are more transparent about their compensation and hiring practices. Fortunately, more companies are being more transparent around salary and hiring decisions and we’re advocates for that, but “more” does not mean most. A quick look at the job posting ads on just about any job search site will reveal that the vast majority of job ads do not disclose the salary, which we feel is counterproductive both to the candidate and the employer. Job search sites see a higher quantity and quality of applications to jobs that disclose salary ranges. The only justification for an employer not disclosing salary is their desire to underpay a candidate. If the employer wants to pay fairly for a role, then they should know before advertising it what a fair range would be and they should publish that as part of the job listing ad. If a candidate meets the basic criteria but not all, then the hiring manager should be able to explain that to the candidate when offering them a salary toward the bottom of the range and the hiring manager should be able to explain what the candidate needs to do in order to be paid more, such as accumulating X years of experience with a particular piece of technology. 

It is one thing for an employer to value diversity, equity, and inclusion. It is another thing for their recruiters and hiring managers to discuss such topics during the hiring process. Many employers have made great strides in diversifying their applicant pool, yet still overwhelmingly hire candidates who are not diverse. Why? Because many of the hiring managers are still reluctant to hire people whose backgrounds, thought process, etc. differ from their own. But study after study demonstrate that the more diverse a workforce, the more productive that workforce is and so hiring manager who consciously or unconsciously resist diversity are undermining the efforts of their organizations to improve the productive of their workforce and no employer should employ a manager who does that. Hiring managers need to be educated about the productivity benefits of diversity and embrace those. If they’re unwilling or unable to do so, then their employers should bring in hiring managers who are able and willing to recruit and retain workforces which are as productive as possible. 

As the United States workforce becomes increasingly diverse, it is becoming increasingly important for employers to expand their talent pools so that they have access to more diverse candidates. Employers who look at their top performers and then want to hire more people with similar attributes are condemning themselves to a non-diverse workforce as everyone in that workforce starts to look more and more alike. If all of your top salespeople come from the same fraternity, it is tempting to only hire people from that fraternity. That begs the question, however, as to whether top salespeople — perhaps even better than the ones you have now — might be found elsewhere. Could they be women? Could they be people who aren’t members of fraternities or sororities? Might they attend schools from which you’ve never hired people? From majors different from those you’ve targeted? Just because candidates with certain backgrounds have worked well for you in the past does not mean that those are the only backgrounds that will work well for you in the future, or even will be the backgrounds that will work the best for you in the future.

Faith Rothberg, CEO of College Recruiter

Posted February 11, 2020 by

What has changed in the job board industry since College Recruiter went live in 1996?

College Recruiter’s chief executive officer, Faith Rothberg, was recently interviewed by a learning and development company. One of the questions they asked was how the job board industry has changed since our site went live way back in 1996.

Two of the biggest things that have changed are how employers treat candidates and the technology used to bring the two together. 

Employers treat candidates with far more respect now than they did in the mid-90s. Some of that has to do with the economy because it is far harder to hire well-qualified people today than it was 25 years ago. But some of that has to do with efforts by groups like The Talent Board, which runs the Candidate Experience Awards. We were very active in helping that organization get off the ground and continue to advocate for it. It uses a carrot instead of stick approach by praising employers for treating candidates well instead shaming those who don’t. 

On the technology side, we can use College Recruiter as an example of how much and how fast it has changed. We have had seven versions of our website in 23 years. That might sound like a lot, but that’s an average of one roughly every three years.

When we launched in 1996, only 50 of the Fortune 500 had websites and none of those had a searchable database of jobs that allowed candidates to apply on-line. Instead, you could sometimes search but usually there would just be a generic page that described at a high level the kinds of candidates the employer was seeking and you’d be asked to mail, fax, or maybe email your resume instead of applying online to a specific posting. Today, virtually every company with more than a few hundred employees has an applicant tracking system and, therefore, searchable job postings that allow you to apply to specific postings. Many of those integrate assessments so you sometimes aren’t even able to apply if you’re unqualified. In short, as compared to 25 years ago, candidates and employers spend far less time today trying to find each other and candidates spend far less time applying to jobs. That allows them far more time to make sure that they are a good fit for each other.  Are there any trends you’re following for 2020? In terms of technology or otherwise?  

A trend we’re following for 2020 is something that we’ve invested a tremendous amount of time and money preparing for. College Recruiter is one of the only niche job boards in the world to have successfully migrated our employer customers from duration- to performance-based pricing. Duration-based pricing was like buying an ad in the newspaper: you paid $X to run your ad for Y days. We still offer $75 postings for 30-days because many employers prefer to buy that way, but most of our customers now pay for every candidate that we send to them, usually by click. If we run an ad and don’t send candidates to the employer then we don’t get paid. Our interests, therefore, are better aligned and the employer no longer has to post-and-pray.

At the same time as pay-for-performance is rolling over some of our out-of-date competitors like a tsunami, automated systems are determining where job ads run. This is called programmatic job ad distribution and the sites which get to run an ad, for how many days, and for how much money will be the ads which get the best results. In the mid-1990’s, the sites that got the ads were those which had the funniest Superbowl ads. If your job board delivers quality candidates in the quantity desired by the employer, then you’re going to continue to receive similar ads from that and other employers and the amount you get paid for the candidates you deliver to the employer will increase, so you’re making more money and your customers are happy about that.

In addition the changes taking place on the tech side, there’s also been a lot of changes on the candidate side. In the mid-1990’s, the candidates entering the workforce were the youngest members of Gen X and oldest Millennials. Now, the oldest Millennials are approaching 40 and the generation entering the workforce is Gen Z. With the rise of Gen Z has also come a lot of talk about the future of work. Will there be work or will AI displace all of us? If there is no work or not enough for the vast majority of people, will we all receive a universal basic income (UBI) and, if not, how will we survive?

There’s been a long term trend moving away from living to work toward working to living. What I mean by that is far more than Baby Boomers, Gen Z wants to make a positive impact on the world. They place greater value on their personal relationships and understand that they cannot count on an employer to be loyal to them during difficult times. They value working hard and seek financial security but, sadly, they don’t expect to find it. 

Regarding the future of work, look for more freelancing and gig work not because the people want it but because corporations are demanding it. Look for more flexible working relationships including project-based work and remote work. 

Employers should be prepared: the gig economy will make recruitment easier but retention harder. Employers will be able to staff up and down faster but their workforce will be less experienced and be less efficient. 

In our college recruiting niche, we’re seeing a rapidly increasing minority of employers becoming school- and even major-agnostic. Employers are starting to use productivity data to determine where their best hires come from and they are finding that its more about the person and less about the school or major. We’re excited about that, because we believe that every student and recent graduate deserves a great career, not just those from the elite schools. 

We’re sometimes asked if there is one thing that we would advise talent acquisition teams to do differently with these Gen Z candidates. The answer is no different than if we were to advise them as to what to do differently with a Boomer, Gen Xer, or Millennial because we all want the same thing from prospective employers: do a better job of communicating to the candidates about the positive impact they can have on the world around them by working for your organization. Gen Zers get the attention around this issue because it appears to matter more to them at the age they’re at than it did to previous generations, but who doesn’t want to make the world a better place, both while they’re at work and on their own time?

Some of the advise we give to candidates has changed over the years, because the underlying issues have changed. For example, we talk a lot more now about starting salary because that has become so critical. Employers tend to increase pay by percentages rather than the value you deliver, so if you start off being paid too little you’ll likely always be paid too little. If your boss doesn’t value your work as shown by underpaying you, try to find a different job within the same company where your work will be better valued as shown by your compensation. And if that doesn’t work, find a new employer. 

Hopefully, candidates understand that we are NOT telling them to quit their jobs to get paid better. That strategy can work, but it is far better to find a way to get paid better by your current employer. A key to making that happen is for the employee to understand that the vast majority of employers want to compensate their employees fairly. Unfortunately, some hiring managers don’t know what fair compensation is. The reality is that employees can find this information as easily as employers and employees should use that information to negotiate a fair starting salary. This has become even more crucial for Gen Z candidates than generations before because Gen Z employees are carrying so much more student debt when they finish school than previous generations.

The last couple of questions for Faith were about industry jargon. She was asked for her favorite and least favorite terms. Her favorite was CPC (cost-per-click) because our successful migration from duration- to performance-based pricing such as CPC is driving fantastic growth at College Recruiter.

On the flip side of that jargon coin, she said her least favorite was matching technology, simply because it doesn’t work. It would be great if it did work but the reality is that it needs massive amounts of great data to work well. The data partially comes from the resume which is a backward-looking document and Gen Z candidates are so early in their careers that their resumes simply don’t have much data on them.

The data also comes from job postings which are forward-looking documents and tend to be very poorly written. For example job postings almost always talk about the employers requirements, many of which are actually preferences, and typically talk little about job duties. So you’ve got this situation where the Gen Z candidate can’t show much yet but the employer will only be matched with them if they’ve accomplished a lot professionally. That might work well for an engineer with ten years of experience but it fails miserably for a young adult who has had a couple of part-time jobs and maybe one internship.

Posted January 28, 2020 by

Do unpaid internships hurt society?

The Augusta (Virginia) Free Press recently published an article that caught my eye. College Recruiter has published a number of articles about how unpaid internships are illegal and how unpaid internships harm students, but we haven’t focused as much on the damage that unpaid internships do to society. The article by the Free Press does that, and does that well.

College Recruiter believes that every student and recent graduate deserves a great career. As a result, we are pretty passionate about how unfair unpaid internships are to students, especially when they’re offered by for-profit corporations as those organizations are essentially saying that their business operations and shareholders should be subsidized by mostly young adults who are often going to graduate with student debt that can’t be discharged by bankruptcy (the only form of debt that can’t be) and is as large as many mortgages.

Some might argue that employers shouldn’t have to pay interns because the interns get training and experience from the work. Yes, they get training and experience, but doesn’t that apply to all work? Should we all work for free?

Others might argue that non-profits and government agencies shouldn’t have to pay interns. That’s already the law federally, but we disagree there too. Just because you’re a non-profit does not mean you’re struggling financially. It just means you don’t have shareholders and so excess cash is reinvested into the operations instead of being distributed to owners. As for government agencies, the U.S. government literally has the power to print money so any argument that federal agencies don’t have the ability to pay just doesn’t fly. They may choose not to pay, but the federal government has more ability to pay its workers a reasonable wage than any other entity in the world.

Photo courtesy of Shutterstock.

Posted January 15, 2020 by

More employers are including in their college recruiting programs community college and other non-traditional students

There are millions of employers just in the U.S., but the vast majority of them have between one and three employees. Tens of thousands are large enough to hire at least one intern, but almost all of the attention is paid to the hundreds who hire dozens to hundreds. 

I’m excited about the shift amongst employers to using productivity as their key metric of recruiting success instead of more traditional and less meaningful metrics such as hires per school or even cost-per-hire. Getting butts in seats is not a business goal, but building a productive workforce is. 

That said, a rapidly increasing minority of employers are shifting from an on-campus, school-by-school approach where they’re only willing to consider juniors and seniors from a small number of elite schools to a more diverse and inclusive early careers approach which welcomes those who have the demonstrated ability to do the work. These employers are very likely to welcome into their applicant pool and workforce students who are enrolled in community colleges, are transitioning out of the military, or otherwise are what many employers refer to as “non-traditional”. 

Rather than trying to generalize about whether employers as a whole are willing to include community college students in their early careers programs and then marketing your students to all of them in the same way, I would encourage a more nuanced approach where you target those employers who are ready, willing, and able to hire the kinds of students who attend your school.

Photo courtesy of Shutterstock.

Posted January 14, 2020 by

How to hire PhD students through on-campus recruiting

It is a good idea to partner with a university’s career service office, professors, and others to reach Ph.D. students when they are physically on-campus or otherwise engaged with their school. But it seems pretty clear to me that there are many other ways of reaching these same people.

For most of us, the equivalent to being a student is being an employee. We might spend eight hours, five days a week working, so roughly 40-hours a week. If you figure that the average person sleeps eight hours a night, that means we spend about 40 of 112 waking hours at work. Deduct holidays and vacation days and we’re now talking close to one-quarter of our waking hours are spent working, which means that about three-quarters of our time are spent away from work. 

It seems logical to me that employers trying to reach Ph.D. (or any other student) should recognize that only marketing to those students when they’re on-campus or otherwise engaged with the school means that they’re missing three-quarters of the opportunities to engage with those students. Yes, you can reach a student while they’re on campus, but that doesn’t mean that’s the only way to reach them. For many employers, the real question is really about how to reach these students during the three-quarters of the time when they’re not on-campus or engaged with their school. That’s where target marketing comes into play.

Think about it from your perspective. When any organization wants to market their products, services, or other opportunities to you, do they only do it when you’re at work? Or do they use media such as TV, radio, print, billboards, Internet, email, and other marketing channels? The more targeted the audience you want to reach, the more targeted the media must be that you use.

For an employer who only wants to reach Ph.D. students (and perhaps just those who attend certain schools and majors), then untargeted media such as TV, radio, billboards, etc. are poor choices as the vast majority of your ads will be seen by the wrong people. Instead, you need highly targeted media. One example of this would be permission-based (opt-in) email lists. A good list will allow you to target by any combination of fields including school, major, year of graduation, degree (i.e., Ph.D.), geography, diversity, languages, and even citizenship for roles where that is a legitimate requirement.

Posted January 08, 2020 by

How the CIA uses productivity data to win support for its D&I programs

Most of Fortune 1,000 companies, government agencies, and other employers who hire dozens or even hundreds have diversity and inclusion programs because their talent acquisition and other human resource leaders know that the more diverse and inclusive a workforce, the more productive is that workforce.

But many and perhaps most of these TA and HR leaders struggle to get the resources they need for their D&I programs. Why? Because these TA and HR leaders have not been able to win support for these programs from their CEO, CFO, and other C-suite executives.

At our College Recruiting Bootcamp on D&I at EY, our 17th employer user conference, our closing keynote presenter was Roynda Hartsfield, former Chief of Hiring for the CIA’s Directorate of Digital Innovations (DDI) and current Head of Talent Acquisition for Excel Technologies, LLC. Roy wowed the 125 people in the room plus the hundreds watching the livestream as she walked through how she and other members of her team at the CIA first used data to demonstrate to its C-suite how their most diverse and inclusive teams were also their most productive teams and then won the resources to make the CIA’s diversity and inclusion efforts even stronger.

After her presentation, Roy was joined on the stage by panelists:

  • Gerry Crispin, Principal and Co-Founder for CareerXroads and Co-Founder of TalentBoard.org, which works to improve the candidate experience by defining, measuring, and improving the treatment of job candidates;
  • Ankit Somani, Co-Founder for AllyO;
  • Marjorie McCamey, Corporate Development for intrnz and Corporate Recruiter for Franklin Templeton.

Are you struggling to win the resources you need from your C-suite? Watch the one-hour video:

Want to learn more about how College Recruiter helps Fortune 1,000 companies, government agencies, and other employers who hire at scale reach diverse candidates? Go to http://www2.CollegeRecruiter.com/advertising2 or email us at Sales@CollegeRecruiter.com.

Posted January 08, 2020 by

How to recruit employees with Asperger’s Syndrome

Conferences can be tremendous opportunities to learn, but too many conferences cover the same topics over and over and over again and sometimes it is even the same presentation by the same speaker. But not always. Sometimes, the topic is new to the attendees, or presented in a markedly different manner.  

At our College Recruiting Bootcamp on D&I at EY, our 17th employer user conference, our featured presenter was Jo Weech, President & CEO of Exemplary Consultants. Jo shared with the 125 talent acquisition leaders in the room plus several hundred watching the livestream how and why leading employers are reaching out to candidates with Asperger’s Syndrome not just because it is the right thing to do, but because it makes business sense to do it.

After her presentation, Jo was joined on the stage by panelists:

  • Keca Ward, Senior Director of Talent Acquisition for Phenom People;
  • Jon Kestenbaum, Executive Director of Talent Tech Labs;
  • Janine Truitt, Member of College Recruiter’s content expert board and Chief Innovations Officer for Talent Think Innovations; and
  • Lois Barth, Principal and Human Development Expert for Lois Barth Coaching & Consulting Services.

Are you debating whether to recruit people with Asperger’s or struggling to retain them? Watch the one-hour video:

Want to learn more about how College Recruiter helps Fortune 1,000 companies, government agencies, and other employers who hire at scale reach diverse candidates, including those with Asperger’s? Go to http://www2.CollegeRecruiter.com/advertising2 or email us at Sales@CollegeRecruiter.com.

Posted January 08, 2020 by

How EY built a better workforce through diversity and inclusion

One of the nice things about attending conferences is the opportunity to learn from experts.

At our College Recruiting Bootcamp on D&I at EY, our 17th employer user conference, our opening keynote speaker was Ken Bouyer, Americas Director for Inclusiveness Recruiting for Ernst & Young. Ken shared with the 125 talent acquisition leaders in the room plus several hundred watching the livestream how EY built a better workforce through gender, ethnicity, sexual orientation, disability, and generational diversity and inclusion.

After his presentation, Ken was joined on the stage by panelists:

  • Dawn Carter, Director, Global University Recruiting for Uber;
  • Kimberly Jones, former talent acquisition leader for Northrop Grumman Aerospace Systems, GE Aviation, Raytheon, Honda, and Nationwide and currently CEO of Kelton Legend;
  • Pam Baker, Member of College Recruiter’s Content Expert Board and Founder and CEO for Journeous; and
  • Jo Weech, President & CEO of Exemplary Consultants.

Are you struggling to improve your diversity and inclusion efforts? Who isn’t? Watch the one-hour video of the presentation and panel discussion:

Want to learn more about how College Recruiter helps Fortune 1,000 companies, government agencies, and other employers who hire at scale reach diverse candidates? Go to http://www2.CollegeRecruiter.com/advertising2 or email Sales@CollegeRecruiter.com.