March 20, 2017 by Anna Peters
There is a public perception that liberal arts graduates are somehow less valuable. Dr. Ascan Koerner with the College of Liberal Arts at the University of Minnesota will tell you why the opposite is true. College Recruiter connected Dr. Koerner with Todd Raphael of ERE Media to learn what his team is doing to make sure employers understand the relevancy of liberal arts students and graduates. A video of Todd Raphael’s and Dr. Koerner’s discussion is below.
According to Dr. Koerner, we have seen more public discussion in the last 5-10 years about the value of higher education, generally speaking. The arguments for what is valuable have primarily focused on STEM education. (That is, science, technology, engineering and math.) Some believe that in order to be competitive in an international job market, one really has to be focused on STEM. At one end of the spectrum, we see the Governor of Kentucky, who has questioned why universities even have liberal arts programs at all. This makes liberal arts students—and their parents—nervous. Dr. Koerner says that at the University of Minnesota, students are asking how liberal is helpful in their careers. He says their belief in the value of liberal arts has never wavered, “but the question hasn’t been posed to us in such stark terms.”
Employers already value liberal arts, but they don’t realize it
Overall, employers already know the value of liberal arts. The problem is, they don’t recognize it as liberal arts. When you ask employers, for example, what they value, they cite competencies that are quintessential typical liberal arts. At the top of their lists are analytical/critical thinking, communication, leadership, ethnical decision making, and engaging diversity.” Employers know what they value, but the job candidates—the liberal arts students—aren’t always good at explaining their own value. So while colleges and universities bear some of the burden of convincing employers, students bear most of that responsibility. A philosophy major may embody the exact skills needed but when you ask him how his education prepared him for a career in corporate America, he has a hard time. That is why it is so important to engage and prepare students for answering those questions. When the students eloquently explain their own competencies, that is more convincing to an employer than if the institution were to explain the overall value of liberal arts grads. Continue Reading
March 08, 2017 by Guest writers from KRT Marketing
Many employers have embraced recruitment marketing across social media. Here we’d like to share best practices and answer common questions.
If college students don’t use Facebook as much anymore, should employers even consider branding on Facebook to reach millennials?
According to Fluent – a customer acquisition platform – in 2016, 41% of millennials use Facebook every day*. That generation was part of the days when you had to sign up with Facebook using your college email address. While the use of Facebook has since changed, millennials are using it to keep in touch with friends and family, as well as receive news.
The organic reach of brands on Facebook has been reduced dramatically. Nowadays, you have to “pay if you want to play.” Therefore, companies have to allocate a budget to advertise on this platform. Even though organic reach is almost nonexistent, a company should post regularly (2-3 times a week) when advertising. Here is why:
If your company is sponsoring posts (ads) and candidates click on these posts, they are sent to a landing page outside of Facebook. But candidates can still visit your company’s Facebook page. If that’s the case, your page has to grab the visitor’s attention. If there is no sign of recent content or content of value, the visitor will not likely take interest in the ad or your company.
One great thing about advertising on Facebook is how granular companies can target candidates. You can focus on certain universities, majors, graduation date and more. It’s easy and relatively inexpensive to brand your company as an employer to the most relevant audience.
*Note: That same study shared that the older millennial generation (ages 25-34) use Facebook most in comparison to the younger millennials (ages 18-24).
Where else should companies invest in social media marketing?
Facebook may not be the best channel to use for recruitment if you’re not paying to play, but Instagram and Snapchat are two channels that can support your efforts to reach college students and millennials. These social networks can assist with attracting these candidates because both are all about the visuals. Leverage them for your employer branding efforts and tell your company’s story through videos and photos, but don’t forget about Snapchat Geo-Filters.
February 27, 2017 by Anna Peters
Minneapolis, MN (February 25, 2017)—Interactive recruitment media company College Recruiter announced today that CEO Faith Rothberg will speak at this year’s conference for the National Association of Colleges and Employers (NACE), held June 6-9 in Las Vegas. The NACE conference is for college career services and college recruiters to make new connections, develop new insight and skills and discover new business solutions. Rothberg will speak about diversifying the workforce.
According to Rothberg, “When you pretend gender diversity doesn’t matter, your bottom line suffers. So recruiting and retaining women isn’t just the right thing to do – it is essential to increasing your profitability. Including women in all areas of your organization adds valuable differing insights to solve our tough business problems.”
As CEO of a technology driven business, Rothberg has an inspirational personal story to share. Her career has remained at the intersection between business and technology, both of which were male-dominated fields when she entered them and, unfortunately, remain so in 2017. After earning her MBA, Rothberg became a manufacturing information technology consultant in a job that required working out of construction trailers at manufacturing facilities. Rothberg now leads College Recruiter and takes pride in helping launch the early careers of college students, including thousands of young women. STEM fields (science, technology, engineering and math) are heavily dominated by men, and Rothberg will share about the challenges she has faced while climbing to the top.
Although less attention is paid on this topic outside of STEM, many non-STEM industries are just as lacking in gender diversity. Rothberg will identify the industries and fields that are lagging, and discuss some of the research around why organizations need to diversify their talent pipeline. She will speak directly to recruiters who influence that entry point into the pipeline, as well as retention strategies.
Rothberg’s focus for the discussion will go beyond merely discussing the problem. She will bring specific examples of how small, medium, and large organizations have successfully improved their recruitment and retention of women. She will discuss the implementation of innovative programs that will improve their recruitment and retention of female students and recent graduates.
About College Recruiter
College Recruiter believes that every student and recent grad deserves a great career. They believe in creating a great candidate and recruiter experience. Their interactive media solutions connect students and grads to great careers. College Recruiter is the leading, interactive, recruitment media company used by college students and recent graduates to find great careers. Their clients are primarily colleges, universities, and employers who want to recruit dozens, hundreds, or thousands of students and recent graduates per year.
Established in 1956, NACE connects more than 7,600 college career services professionals at nearly 2,000 colleges and universities nationwide, more than 3,000 university relations and recruiting professionals, and the business affiliates that serve this community. NACE forecasts hiring and trends in the job market; tracks starting salaries, recruiting and hiring practices, and student attitudes and outcomes; and identifies best practices and benchmarks.
February 22, 2017 by Libby Rothberg
In today’s “Q & A with the Experts”, College Recruiter spoke with Chrissy Toskos, Vice President Campus Recruiting at Prudential Financial. We asked Chrissy about how much Prudential Financial allows, expects or accommodates mobile job applications. We also are including insight from College Recruiter founder and president Steven Rothberg, who adds a birds-eye view of employers trying to attract entry-level applicants with mobile applications, and how they measure their success.
What changes are necessary to make a good mobile job application?
Chrissy Toskos: Prudential was an early adopter of mobile applications, having introduced it in January 2015 when less than 20% of Fortune 500 companies had this capability. The mobile application was launched with the intent to provide an easier and more modern way for students to apply for internships and full-time positions at Prudential. We created a student friendly application by reducing the number of fields that the students are asked to complete which resulted in a shorter application and significant increase in applications.
We eliminated duplicate content and created specific parameters to ensure that the information captured from each candidate is accurate and specific. By tailoring the language and reorganizing the application to the student perspective, we found a significant increase in submissions and accuracy of completed applications.
Steven Rothberg: Over the past two years, the percentage of traffic to College Recruiter from smartphones, tablets, and other mobile devices has increased from 15 to 50 percent. The huge and likely permanent increase in the share of traffic coming via mobile versus websites is only exasperating a problem that many employers have.
Do you notice a difference in quality between non-mobile and mobile job applications?
Chrissy Toskos: We have not seen a difference in the quality of applications via mobile device vs non mobile device since the processes mirror one another. After applying via mobile device, students are asked to submit their resume online to fully complete the application process.
There’s no difference in quality between the mobile and non-mobile versions of the Prudential Application. Both application platforms provide applicants with a user friendly look and feel when searching, applying and submitting an application. The only functional difference is for applicants that need to upload a new resume in that the mobile application will not allow for resume uploads. Therefore, applicants need to save their submissions and later access their account via a non-mobile device to fully complete and submit their application. Once their resume is updated in the system, applicants can apply to jobs with ease via their mobile devices.
What challenges come with mobile job applications and how do you respond?
Chrissy Toskos: We have found that we may have to reach out to candidates with a reminder to upload their resumes after they have applied. Other than the follow-up this has been a seamless process allowing us to provide a more accessible way for students to apply to positions at Prudential.
As mentioned above, one of our ongoing challenges is the inability to upload a new resume to their profile. We are currently monitoring the system functionality to solve for this current challenge.
Steven Rothberg: The majority of employers make little to no effort to accurately and automatically track their sources of candidate traffic, applicants, and hires. Many rely upon candidate self-identification such as “how did you hear about us” drop-down boxes or, even worse, asking candidates during an interview. Studies show that drop-down boxes are very likely to provide inaccurate data, and it is likely that interview stage questions provide even worse data. These employers would be better off collecting no data than collecting data which is that inaccurate.
Even if the employer is trying to automatically and accurately track their applicant sources, it is very difficult to do so accurately when candidates use mobile devices. One problem is that it is likely they will conduct their initial research on their mobile but then come back hours, days, or even weeks later on a laptop or another device that allows them to upload a resume. Tracking across multiple devices is very difficult and often impossible.
Chrissy Toskos is the Vice President Campus Recruiting at Prudential Financial. She leads the transformation of Prudential’s multi-faceted campus recruiting strategy to identify and invest in the long-term engagement of top talent while providing innovative practices for building a leadership pipeline for the company. Connect with Chrissy on LinkedIn.
About Steven Rothberg: Steven’s entrepreneurial spirit was evident from an early age. Disciplined in fifth grade for selling candy during math class and in college for running a massive fantasy hockey league, Steven managed to channel his passions into something more productive after graduate school. A fully recovered lawyer, Steven founded the business that morphed into College Recruiter and now, as its visionary, helps to create and refine the company’s strategy and leads its business development efforts.
February 20, 2017 by Anna Peters
As Head of Global Talent Acquisition at CEB, Teresa Green knows something about successful summer internship programs. She shared with College Recruiter about how they pull it off every year, and what she recommends as best practices.
What does CEB’s summer internship program look like?
CEB’s internship program provides students with hands-on work experience, allowing them to gain business acumen while supporting CEB’s mission to address senior leaders’ most pressing challenges. CEB hosts a ten-week summer internship program for rising college seniors in several of our U.S. office locations. Interns are placed in one of two business communities; research or business development. Research interns examine common challenges faced by business leaders and produce solutions that help those business leaders to take action. Business development interns assist with engaging senior-level executives in our services, prospecting and scheduling sales meetings. Each internship gives students a glimpse into the entry level roles within these communities and a chance to receive a full-time position at the end of the summer.
Our interns make an impact, not coffee.
We’re proud to say that interns make an impact – not coffee. Their work is tied to business objectives so we are able to measure the positive impact interns have on the organization. At the same time, CEB makes an impact on the students’ development, ensuring they are starting their career on the right track. Guaranteeing interns gain valuable work experience, allowing them to establish business relationships and helping them identify possible long-term career opportunities are important objectives of CEB’s program.
Every year we ask for feedback from our interns and, unanimously, they say that CEB hosts a well-rounded intern program. Throughout the summer students participate in learning and development workshops, a speaker series with our executive leadership, community service projects and various networking activities. Our diversity employee groups also host external speakers, social events and training activities that interns partake in across the summer. And there is always time for a little fun. In past years we’ve planned ice cream socials, bowling nights, baseball games and boat cruises for interns to hangout outside of the office.
An example of an intern who went on to succeed at CEB Continue Reading
February 13, 2017 by Contributing writer Ted Bauer
A common question in the space of college recruitment and talent acquisition is, “Should interns be paid?” Sometimes, unfortunately, the variation is “Do we have to pay interns?” In fact, there are over 7.4 million Google search results for that latter question, with the No. 1 hit typically being this ProPublica article asking “When is it OK not to pay an intern?” However, I look at it from the other side. In short: you should and need to pay interns.
First of all, paying interns is a Fair Labor Standards Act (FLSA) issue. In the broadest terms, government and non-profits do not need to pay interns, whereas for-profit companies do need to pay interns. The U.S. Department of Labor actually developed six criteria for determining whether an intern can work unpaid. (You can find everything on the sexily-titled “U.S. Department of Labor Fact Sheet Number 71.”)
The fourth criterion is worded as “… the employer that provides the training derives no immediate advantage from the activities of the intern …”
As College Recruiter president Steven Rothberg puts it, “I defy anyone to provide an example of an internship designed to deliver absolutely zero value to the employer.”
January 20, 2017 by Anna Peters
If you think rugby has nothing to do with recruitment, think again. A Rugby championship was the unique solution to a recruitment challenge that Penn Mutual Life Insurance Company encountered. Jessica Choi, Assistant Vice President of Talent Acquisition and Diversity, shared details with College Recruiter.
What challenges was Penn Mutual facing that prompted the unique solution of sponsoring the Penn Mutual Collegiate Rugby Championship?
LIMRA states that the current average age of a financial adviser is 56 years old.1 From an industry perspective, we needed to find a way to connect with recent graduates and college students in order to get in front of the new generation of financial advisers. According to the Bureau of Labor Statistics, more than 300,000 advisers will be retiring over the next 10 years, which means there will be a 27 percent increase in adviser roles in this space.2 This is a tremendous opportunity for the life insurance industry, and connecting with the rugby community has been a great way for us to engage with college campuses and their students, coaches and administration in a different way. The rugby community is so welcoming and enthusiastic and has been a positive recruiting partner for us in this space.
What does the Collegiate Rugby Championship say about what it’s like to work with Penn Mutual?
The number one response that we get from the participants of the Penn Mutual Collegiate Rugby Championship and outside rugby events is, “Thank you.” Because of our true support of the game and through our partnership with United World Sports, we have been able to make an impact on the growth of rugby in the United States. Rugby continues to grow and we are optimistic that we can provide career opportunities for ruggers, whether they are students, new graduates or alumni.
What changes has the company seen since starting its rugby sponsorship, in terms of hiring trends?
In terms of hiring trends, we take on a multi-faceted approach, so we employ other efforts in addition to rugby. We hired a chief marketing and digital officer because we strive to be a progressive company with a social engagement strategy. Typically you don’t see an executive with “digital” in his or her job title. Through our omnichannel marketing strategy and increased social media presence, we feel as though anyone who is engaged with us knows that we are growing and hiring.
We have also changed from recruiting talent to attracting talent. We now get more phone calls from talent, asking about the organization more than ever before. I believe it’s because we’ve shifted the model in terms of attracting, not recruiting, talent to Penn Mutual.
Why are relationships important at Penn Mutual, and how does the company live that value?
Focusing on relationships is one of our core values at Penn Mutual. One of the things that differentiates Penn Mutual from other companies is the fact that we live and breathe our values every day. My fellow colleagues live their passion and everyone is truly passionate about our purpose to empower our clients to live life with confidence. We’ve all been able to learn about the impact life insurance makes on people’s lives and we utilize different techniques to keep the company moving forward in innovative ways. We truly live the company’s values and feel a sense of belonging at the company.
What are Penn Mutual’s overall college recruitment strategies? Continue Reading
December 16, 2016 by Anna Peters
College Recruiter is introducing a new regular blog feature, “Q & A with the Experts”. In this monthly feature we will draw insight from experts in talent acquisition and HR. For today’s post, we spoke with Loreli Wilson, Manager of Diversity and Inclusion Programs at Veterans United Home Loans; Saïd Radhouani, Co-founder at Nextal; and Steven Rothberg, founder and President of College Recruiter. We asked Loreli, Saïd and Steven about the connection between college recruitment, and Diversity and Inclusion.
What do you think is the importance of college recruitment to diversifying the workplace?
Saïd Radhouani: Universities are great channels to bring new diverse talents into organizations and promote a diversified workplace. Both local and immigrants students form a big pool of diverse talents. They may differ greatly in terms of language, culture, religion, or color; yet ultimately study toward the same goals. These talents are already diverse and know how to perform in a diversified environment. College recruitment is a big enabler to diversify the workplace.
Loreli Wilson: Colleges and universities are a great source for smart, passionate, and innovative applicants from marginalized communities. It’s a smart move to align with those institutions to engage students and cultivate our workforce by our own specifications.
What are best practices for recruiting a diversity of college students?
Saïd Radhouani: If diversity is part of your organization’s priorities, you should empower some individuals to serve as diversity advocates. They can promote and keep diversity goals active during the recruitment process. These advocates should include college recruitment into their plans. A few best practices they can suggest to the recruitment team include: Continue Reading
November 14, 2016 by Anna Peters
Contributing writer Ted Bauer
Companies of all sizes frequently hire interns, but the approach to thinking about these interns is usually a little bit misguided. Because interns often represent either entirely free or very cheap (relative to full-time hires) labor, they can become factories of busy work — essentially doing work that others (i.e. full-time employees) either don’t have the time for or, in all honesty, don’t want to do.
While there’s some logic in assigning the pointless busy work to the cheapest labor source, it’s also a bad strategic play both in the short-term and long-term. Here are two major reasons why.
“Busy” vs. “productive.” Admittedly, there are many professionals — way above the intern level — who don’t completely understand this designation. And admittedly, not all work at a job can be productive. There is always logistically-driven, spreadsheet-updating, “busy” or “shallow” work to be done. But you need to think about the psychology of the intern experience, as opposed to simply the cost model. In many cases, this is an intern’s first experience with office work — or among their first. If all they do is busy work, they certainly won’t feel very motivated by your company or that specific department. (More on why this is a problem in the next section.) While we wouldn’t necessarily condone giving interns access to proprietary information or letting them set high-level strategy, they can attend some larger scope meetings to learn about how the different pieces of your organization and business model work together. Yes, they might get coffee for people or archive documents digitally from years ago. That’s fine. But there needs to be a mix of straight busy work and some productive work, including opportunities to learn about how the company works, how it generates revenue, and what the different roles do in support of that.
The value of internal recruitment: Let’s assume we are discussing summer interns for the time being, as that’s a fairly common intern time frame and model. A college summer intern who performs well could become a full-time hire when he/she finishes college. Research has shown internal recruitment (i.e. promotions) to be valuable, and the same methodology works for intern conversion. Organizations are usually set up in specific, clearly-defined ways around process and reporting. An intern who was given a summer of busy work + productive meeting attendance already understands those processes and reporting structures. When he/she enters the company, it’s much closer to a “hit the ground running” situation than recruiting someone from a different college who never interned with you. That latter hire may end up being a superstar, yes, but in the first few months, they will be much less productive than a converted intern. Also remember this about the value of interns: because they have less work experience, they haven’t been exposed to numerous approaches to work. You can more easily ground them in your culture, roles, and expectations than you can with even a mid-career professional you poached from a competitor.
Additionally, college recruitment should regularly be part of a company’s diversity recruitment strategy — precisely because the organization can start a diverse pipeline to upper management. Diversifying the workplace, which is a common goal of most orgs, begins with diversifying the intern pool and then converting those interns into FT employees.
One of the clearest paths to intern conversion is two-fold:
- Have a strong employer brand that will resonate with young people
- Know what success looks like in an intern role so you know whom to attempt to convert to full-time
On Thursday, December 8th at Union Station in DC, we’ll be hosting a College Recruiter Bootcamp Conference. At 1:15pm, Susan LaMotte (the CEO of exaqueo) will lead a panel on marketing your company to Gen Y and Gen Z (the next generations to enter the workplace, behind the millennials). After the topical presentation, Susan will moderate a discussion on the same topic including:
- Panelist: Allison Lane, Director, Corporate Marketing and Communications, The Bozzuto Group
- Panelist: Jessica Steinberg, Director, Global Talent Brand, CDK
The registration cost is $98 per person and includes all seminars/panels (you can see the other ones at the top link), continental breakfast, Union Station tour, and lunch.
In fact, the Dec. 8th event will be at the SEC (Securities and Exchange Commission) offices in Union Station. They have a great intern conversion ratio, so we reached out to them for ideas around it and to get a sneak peek at what you might learn on Dec. 8. They told us:
“The process is more organic. Internships are working interviews and the interns who exhibit the ability to produce, takes pride in their work products and the mission of the SEC and perform really well are in a better position to compete for full-time opportunities. 3Ls/Judicial Law Clerks (current & pending)/Legal Fellows can apply to our Chairs Attorney Honors program (a highly competitive and prestigious entry level attorney hiring program) and our Business Students have the opportunity to apply to any Pathways or full-time opportunity that best fits their skill sets.”
“Working interviews” is a great attitude.
We’d love to see you on December 8th in the SEC’s home. There are also panels on ROI and metrics around the recruiting space, so by attending both, you can have a more holistic picture of intern conversion and its benefits. Register today at www.exaqueoevents.com/register
November 10, 2016 by Anna Peters
Who is Pete Radloff?
Principal Technical Recruiter, comScore, Inc.
What you’ll hear from Pete at the Bootcamp:
How to convert interns into permanent, full-time employees upon graduation
Why you’d be wise to listen to Pete’s advice:
Pete Radloff has 15 years of recruiting experience in both agency and corporate environments, and is the Principal Technical Recruiter at comScore, as well as a Lead Consultant for exaqueo. He has also worked with brands like National Public Radio (NPR) and LivingSocial. Pete’s experience stretches across several areas of talent acquisition, including recruitment and sourcing, social media, employment branding, recruitment operations and the training and mentoring of recruiters. He’s known for his pioneering sourcing techniques, exceptional knowledge of the college market and his honest writing in numerous recruiting publications.
Pete’s specialties are technical and non-technical recruitment, social media recruiting, employment branding, candidate sourcing, recruiting operations and management. Building recruitment processes from scratch or enhancing existing processes. Employee Referral Program development, ATS selection and implementation, college/university recruiting and relations and Recruiter and Interviewer training development.
The College Recruiting Bootcamp will be focused, fast and mentally challenging. Join us in D.C. on December 8, 2016 at the SEC headquarters. Reserve your space today!