• Fraudulent job postings targeting students: “Craziest fu**ing job I’ve ever had”

    October 12, 2018 by

    A handshake. It seems so simple. So cordial. So harmless. Unless it is a job posted to Handshake. Maybe. Sometimes. Allow me to explain.

    Today’s Community Digest e-newsletter from the National Association of Colleges and Employers (NACE) included a question from Shannon Schwaebler, Director of Career Services at Northeastern State University. She asked if her fellow subscribers, “would be open to sharing their policies for approving employer accounts through Handshake. We were forwarded this Inside Higher Ed article and want to make sure we have adequate policies in place to avoid this happening. We currently have processes we go through for 3rd party recruiters, utilize the trust score, etc. but are curious if anyone has written out processes they are proud of that we could take a look at. Our office wants to make sure there aren’t things we aren’t considering through the process that could be dangerous to our students.”

    Hmmmm. What’s this article that Shannon references? Well, I bet that most of the subscribers didn’t open the e-newsletter at all and most of those who did only skimmed it and so missed a nugget that could potentially upend a key way that students and recent graduates of one-, two-, and four-year colleges find part-time, seasonal, internship, and entry-level jobs. Perhaps a little context would be of benefit here. Continue Reading

  • Most interns are hired through job boards and other off-campus, virtual programs

    April 20, 2018 by

     

    When most people — including employers — think of hiring interns, they think of hiring them on-campus with the assistance of the college career service office as well as professors and other faculty. And those people would be wrong. Some interesting information came out today from the National Association of Colleges and Employers (NACE) regarding the sources of hire for interns.

    NACE’s membership is heavily skewed to large employers so those are the employers are receive and respond to its surveys. You must consider that when looking at their survey results, understanding that it isn’t a random sample. In other words, their data don’t accurately reflect the hiring practices of all employers. At best, it reflects the hiring practices of the large employers that make up the bulk of its membership. Continue Reading

  • Leveraging diversity: CEO Faith Rothberg presents 8 organizations who are succeeding [video and slides]

    June 21, 2017 by

     

    There are more men named John and David who run big companies than all the women who run big companies.

    College Recruiter CEO Faith Rothberg has a problem with this, and made a point of offering solutions at this year’s National Association of Colleges and Employers conference. In the video below, Rothberg highlights eight organizations who are leveraging diversity to impact their customer numbers, workplace culture and profitability.

    Watch Rothberg’s presentation, and find links to her examples below, along with major takeaways.

    Study after study prove the business case for gender diversity. Increased gender diversity positively impacts productivity, innovation, decision-making, and employee retention and satisfaction. In fact, companies with the highest rates of gender diversity make more than 13 times average sales revenue than companies with the lowest gender diversity. Similarly, those gender diverse companies pull in an average of 15,000 more customers.

    The amount of gender diversity varies by industry and role. Medical and health services managers, for example, are actually more likely to be women than men, as are human resources or social service managers. But only 36% of management occupations are filled with 50% women. That includes marketing and sales, operations, transportation, information systems and much more.

    Here are eight companies leading the way to increase gender diversity

    1. Aramark became a Catalyst partner of Women’s Foodservice Forum.
    2. Bank of America has invested in LEAD for Women, an employee resource group dedicated to women’s professional development. About half of managers and executive management team are women.
    3. Enterprise Rent-A-Car named Pamela Nicholson as CEO in 2013. She joined the company 32 years ago as a recent grad.
    4. Ernst & Young opens up dialogue between men and women via Inclusiveness Steering Committees, encouraging candid discussions about critical issues and experiences, and establishing mentoring and sponsorship initiatives. They’ve increased the number of women in top management by 20%.
    5. (Two orgs here): Goldman Sachs and U.S. Department of State partner to leverage the expertise of the public and private sectors to encourage inclusive economic growth in the Middle East and Northern Africa.
    6. IBM developed task forces that focus on understanding differences and finding ways to appeal to more employees and customers. Revenues from small and midsize businesses dominated by minority and female buyers increased from $10 million to $300 million.
    7. Quicken Loans routinely ranks among the best U.S. companies for both diversity and overall company culture. Women fill 45% of all jobs and 43% of management jobs.

    Takeaways from Rothberg:

    1. Diversity and inclusion goes beyond race. It includes ethnicity, sexual orientation, religious affiliation, generation, disability, personality type, thinking style, and gender.
    2. Leverage that diversity to produce better products and services.
    3. Use variety of practices including mentoring, employee resource groups, multicultural talent management, strategic partnership development, and e-learning.
    4. Senior leaders must seek diversity, create inclusion, and drive accountability.
    5. Promote cognitive diversity. Embrace differing perspectives, interpretations. Overcome unconscious bias and culture that inhibits the sharing of different opinions.

    Download Rothberg’s PowerPoint slides here.

     

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • 5 ways STEM/technical grads can develop soft skills employers covet

    May 25, 2017 by

     

    Good news for STEM grads: Those with degrees in Science, Technology, Engineering and Math can expect to earn the highest starting salaries among 2017 grads. That’s according to the Winter 2017 Salary Survey report from the National Association of Colleges and Employers (NACE). According to the NACE report, the top three starting salaries for recent college grads with bachelor’s degrees are in these STEM fields:

    • Engineering – $66,097
    • Computer science – $65,540
    • Math and Science – $55,087

    While STEM grads are currently hitting the job market at full force, another group of job seekers are also starting their career: The graduate from the two-year technical college. Like STEM jobs, hot jobs for those with two-year technical backgrounds include air traffic controller, nuclear technician, computer programmer, and electronic engineering technician.

    Translation: Skilled workers with both two and four year degrees are in demand.

    But skilled workers with the education, and the right soft skills, are the one’s getting hired. With thousands of STEM or technical school grads now in the workforce, employers hiring recent college grads or entry-level employees are looking for more than just the right educational background.

    “A degree isn’t what’s going to set you apart from other candidates,” says Jena Brown, Talent Acquisition Marketing and Brand Leader at Kerry, a leader in the food, beverage, and pharma industries, with 23,000 staff and 100+ innovation and manufacturing centers across six continents. “It’s usually required for technical positions, so you can’t stand on that alone.”

    In fact, those who get hired often stand out because of the soft skills they are able to articulate in an interview. This may be why chief information officers (CIOs) surveyed by staffing firm Robert Half Technology named communication skills (28 percent) and problem-solving abilities (21 percent) as the top areas where skilled and technical professionals could improve.

    To stand out, according to Robert Half, skilled workers need to show employers:

    • You are an effective communicator
    • You have a strong understanding of business (even better if you have specific knowledge of the potential employer’s company or industry)
    • You have a history of coming up with creative solutions to problems

    Brown agrees. Recruiters are looking for the job seeker who has something extra to bring to the team, whether it’s a personality that fits corporate culture, or the ability to make an impact beyond a basic job description: Someone who is a team player, willing to help out even if it isn’t part of the daily routine, or someone who shines bright and empowers those around them.

    “We want to hear what you did to hone your business skills during the time you were earning your degree,” says Brown. “We want to see that you are looking ahead, seeing the larger picture and preparing yourself to maximize the career opportunities that await you.”

    What are the top soft skills Brown and her team look for when recruiting recent college grads with technical backgrounds? Brown referred to these key skills:

    1. Communication Skills: Regardless of the type of organization one works for, effective communication across all levels is a critical soft skill for technical new grads. This is especially important in larger organizations, like Kerry for example, which have a complex matrix organizational structure. What is a matrix organization? According to study.com: A matrix organizational structure is a company structure in which the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy. In other words, employees have dual reporting relationships – generally to both a functional manager and a product manager.

    Can you do your work – and communicate technical information in a non-technical manner to others on the team, or across the organization? That’s important.

    2. Teamwork: The ability to work in diverse, cross functional teams is important. “This goes hand in hand with flexibility,” says Brown. “Be malleable and teachable while contributing your valuable knowledge within teams.”

    Large organizations have teams, reporting structures, and chains of command to follow. Being a part of that team, and working with others outside your team, and understanding how to fit in goes a long way towards success.

    3. Professionalism: The ability to navigate a corporate environment, meet deadlines, conduct meetings, and contribute helps give recent college grads credibility in any role. Show up on time, do your job, ask appropriate questions, don’t make excuses. That’s a good start.

    4. Leadership: Those who are able to lead and influence without the authority that comes with a title go the furthest, says Brown. Many entry-level employees don’t focus on developing leadership skills early in their career. But finding a mentor can assist with the leadership development process.

    5. Consultative and presentation skills: These skills “can take you far regardless of level (or career path),” says Brown. Consultative skills focus on behaviors that deliver consultative value to internal customers and external clients.

    Brown looks for recent college grad with those types of unique skills when recruiting and hiring those with technical backgrounds. She was once one of those consultative employees with a technical background, needing to succeed with non-technical co-workers and teams. She recruited employees for a company that provided customized technical services and platforms to huge companies around the globe.

    “This was challenging because we were subject matter experts in designing and building customized MS solutions, which took very specific technical skills, but much of what we did was onsite at the customer site which required soft skills like a sales person might have,” says Brown.

    How can recent college grads develop consultative or presentation skills? Joining industry associations or networking groups, and becoming an active member is one way. Volunteering at industry events is another way.

    “If you can communicate in a consultative manner and present effectively it will get you more opportunities as you advance in your career,” says Brown. “While daunting at first, if given the opportunity to present and get visibility, do it.”

    For many college students, there is nothing more daunting than earning a STEM degree, or completing a technical degree. Now that you are graduated, you need to take it to the next level. Start by mastering these soft skills to stand out, get noticed, and get hired.

    When you do, a great salary, and great career opportunity awaits.

    Want more tips and advice on the important skills recruiters covet? Stay connected to College Recruiter by visiting our blog, and connect with us on LinkedInTwitterFacebook, and YouTube.

  • College Recruiter CEO to speak about gender diversity at NACE conference

    February 27, 2017 by

     

    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.

    About NACE

    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.

  • 8 tips for beginners in career services

    July 22, 2016 by
    Photo courtesy of StockUnlimited.com

    Photo courtesy of StockUnlimited.com

    Beginning a new career is a challenge, no matter the field.  It is logical, then, to view starting a new job in career services as borderline daunting.  Landing a career where you help others develop their own careers?  Yikes!  But don’t sweat it.  If you’re a newbie to career services, take a deep breath and check out these helpful tips from someone who has recently stood in your shoes.

     

    That’s right.  I’m right there with you.  I have logged less than a year in career services – 10 months, actually – and I can tell you that it’s taken each day in those ten months for me to develop a clear picture of how I’d like the services this office provides to look in three years.  I’ve also come to realize that to remain effective and relevant, this office can’t stay the same forever but must change with the times and the students who walk through its doors.  I’ve learned so much in the last 10 months, and I’m content knowing that I have much more to learn and more opportunities to pursue within this office.  That being said, here are eight necessities I’ve embraced in taking on my new role in career services.  Good luck to you, and pay close attention to number one.
    1) Get excited! I mean it! Get. Excited. This is an amazing, dynamic field where each day you’ll have clients leaving your office happier than when they arrived and where your colleagues are always looking forward. Hope abounds. Potential is realized. You’re part of one of the most important services a college campus can provide, in my opinion, because you help the future drivers of our economy and leaders of our workforce develop the skills they’ll need to succeed in life beyond college. What an awesome space to occupy!

    2) Know your history. If you’re coming into a position previously occupied by another individual, be sure to network with that individual to determine the direction of the career center up to the point of your arrival – including the career center’s current strengths, challenges, and opportunities. Read last year’s annual report as well as those from two-three years prior. Knowing where you’re coming from helps you develop a map for where you’re trying to go.

    3) Know your target audience. This is perhaps the key to effective operation of a career center. Whether you serve Millennials, non-traditional students, students of a particular academic background, or any other group, knowledge of your target audience is an integral factor in developing student programming, opportunities, marketing efforts, and career coaching practices. A resource I’ve enjoyed for learning more about Millennials (my primary target audience) is Lindsey Pollak’s book, Becoming the Boss, though I’ve also learned from her presentations at the Kennan Summit 2015 and the NACE Conference keynote address.

    It’s important to note that there are more factors in identifying your target audience than generational attributes alone. For example, what percent of your students are first-generation? How many receive financial aid? How many are international students? How many are business majors? How many are from the state in which your institution operates? How have these things influenced your students’ career development thus far? All of these factors and more will help you create a clear picture of the human beings you’re going to help and how best to help them.

    4) Inventory your resources. Any good carpenter can tell you what tools he/she has, what they’re used for, and how to access them. The same can be said of any good career services professional. Upon entering your new role, you’ll want to ascertain what tools you already have at your disposal – a website? Social media accounts? Job boards? Support staff? Professional memberships? Established student programming events? How about colleagues in other departments with whom you can potentially collaborate on future planning or programming?

    This is something your predecessor can really help you with, but keep in mind that he/she is not your only resource. Support staff is always an EXCELLENT resource, particularly if they’ve been around a while. I am very lucky, for instance, to have come into a position where just 20 feet away sits the kindest, most professional administrative coordinator who has worked for the college for many years. Her knowledge of program and general institutional history comes in handy daily, and she is a wonderful sounding board.

    Make yourself a list of resources such as those listed above. Go through existing files on the network drives to which you have access. Once you determine what you have, you’re able to decide what you need.

    5) Prepare to partner. Career services professionals absolutely must partner with other departments on campus. Neglecting to do so will prohibit optimization of career center programming. In other words, you’ll be missing out, big time, and as a result, the students you’re hired to serve will as well. Collaboration spreads the workload and allows for use of resources your little office will not have on its own.

    Partnering is an expectation and, in my opinion, a gift. Embrace it. And keep in mind that partnering isn’t limited to institutional departments. While it’s great to partner with faculty, for example, to market a career fair to students, it’s also excellent to partner with student organizations to boost participation in career center programming. For example, before that very same career fair, you could partner with Greek Life to host an interactive workshop where students prepare for the fair. You’re effectively providing programming for a large, “captive audience,” while at the same time bolstering attendance for your upcoming fair. Plus, your visible connection with this group will encourage other student organizations to partner with your office, thereby boosting your reach. I could go on and on about partnering. Don’t limit your work to the confines of your office! Get out there, and I can promise you, you’ll be happy and effective!

    6) Attend a professional conference. The best ideas are often those you learn from colleagues, but your prospects are limited on campus. Professional conferences, such as the National Association of Colleges and Employers (NACE) conference, allow for a meeting of the minds, where career services staff and professionals from the working world can share best practices, trends, and ideas. I attended the NACE conference in June and came home with ideas for events, new partnerships, assessment and reporting techniques, and several new contacts – including employers and other career services professionals with invaluable knowledge and expertise. State and regional-level professional conferences are wonderful resources as well. Look online to find appropriate events for you.

    7) Build your network(s). For a career services office to function successfully, the staff must have connections with employers, volunteer services organizations, graduate and professional school reps, other career services professionals – the list goes on. You want to develop a list of contacts you can access and refer to easily throughout your day. If this doesn’t exist upon your arrival, its development will be one of your top three priorities. You’ll refer to this document when you send invitations and save-the-dates for major events, such as career fairs, grad school expos, and student/alumni networking events.

    The key to harnessing the power of these connections is getting started. Create a LinkedIn account, if you don’t have one, and begin connecting with company recruiters, career services professionals, and your institution’s alumni group. If you’re like me and are the sole career services professional for your office, consider forming a board of advisors with ten or so alums and professionals whose networks and influence can help you locate campus speakers, boost alumni support of career development efforts, and discover new career opportunities for current students. Remember that your network isn’t limited to you. You have access to your colleagues’ connections as well as the ones you forge yourself. Many times asking for help or advice is the best way to establish a connection, so don’t be afraid to reach out.

    8) Keep records and get creative in reporting them. Most career services offices already keep track of how their programming is operating – how many students they reach, what the students are saying about their services, what types of services are used by which students, etc.; but this isn’t enough. Prospective students and their families want to see how your institution’s students are faring in the “real world” before making the financial commitment to attend. Along the same line, prospective donors and business partners like to see the impact of their donations of time and treasure. For these reasons, it’s imperative that career services professionals track current students’ and graduates’ experiential learning achievements and post-grad destinations (their first job or where they go to graduate or professional school) and share that information with other departments on campus. If your office isn’t currently pursuing this data, this is an effort you’ll want to initiate.

    Annette Castleberry, Co-Director of Career Services at Lyon College

    Annette Castleberry, Co-Director of Career Services at Lyon College

    For more great tips for building your career services program, follow us on LinkedIn, Facebook, Twitter, and YouTube.

     

    About the author, guest writer Annette Castleberry:

    Currently Co-Director of Career Services, Annette Castleberry is excited to be promoted to Director of Career Development at Lyon College beginning August 1, 2016.  You can connect with Annette and with the Lyon College Career Center on Facebook or www.lyon.edu.  

     

     

  • 61.9% of interns become permanent employees upon graduation

    May 04, 2016 by

    One of the benefits of being an owner of College Recruiter is that we went live way back in 1996 and so we’ve seen a lot of things come and go, including strong and weak labor markets. Today’s labor market is, in some ways, strong and, in other ways, weak.

    The National Association of Colleges and Employers (NACE) recently reported in its Internship & Co-op Survey that its mostly large employer members are extending offers to a larger percentage of their interns, which is an indicator of a strong labor market, yet the acceptance rate of those offers is also high, which is an indicator of a weak labor market. In other words, employers are offering jobs to a higher percentage of candidates as they’re worried that it will be difficult for them to hire enough of the right people if they don’t extend all those offers yet, at the same time, a high percentage of candidates are accepting those offers as they’re worried that it will be difficult for them to get hired if they don’t accept those offers.

    2004-16 Internship Offer, Acceptance, and Conversion Rates

     

    According to NACE, “this year’s intern offer rate—72.7 percent—is the highest it has been since the peak of the pre-recession market (2006), although the corresponding acceptance rate—85.2 percent—still remains well above pre-recession levels. In turn, these two figures yielded a conversion rate of 61.9 percent, a 13-year high.” So, if you’re an intern or employing an intern and wondering what percentage of interns get and accept offers to work for their employer upon graduation, a pretty good estimate will be 61.9 percent.

  • College recruiting ROI

    March 31, 2016 by

    When considering return on investment (ROI) in college recruiting, it’s best to look beyond short-term measures and to consider long-term distal measures. Talent acquisition leaders must really look at the big picture; they can’t lose the vision of the forest for the trees.

    This series of four videos, hosted by College Recruiter’s Content Manager, Bethany Wallace, features The WorkPlace Group experts Dr. Domniki Demetriadiou, Partner and Director of Assessment Services, and Dr. Steven Lindner, Executive Partner.

     


    If the video is not playing or displaying properly click here.

    This series is one set of videos in a larger series featuring WPG experts posted on College Recruiter’s YouTube channel highlighting best practices and a timeline for developing a college recruitment program.

    What are the best ways to determine the return on investment in college recruiting? Is it cost per hire? Recruitment cost ratio? Number of hires made? Retention of employees? Number of job offers to acceptances?

    There are multiple factors to consider; ultimately, it comes back to “I spent a certain amount of money to achieve a certain result. So where did I start with college recruiting? Why did I start this in the beginning? Am I achieving what I set out to achieve?”

    This brings recruiters back to their objectives. If objectives are big-picture oriented, recruiters will want to use distal measures when determining the effectiveness of their college recruiting programs, not just cost measures or efficiency measures based on the current calendar year.

    In the next video, WPG experts share a powerful real example of determining the ROI of college recruiting.


    If the video is not playing or displaying properly click here.

    If you spent $5000 to hire a student from a particular university, and that hired individual made a great discovery which added value to your organization, you would probably agree that the $5000 individual was a better investment than many other individuals you hired who cost your college recruiting program much less.

    Thus, return on investment is a broad concept which encompasses much more than ratios and efficiency measures. Recruiters should thoroughly examine their objectives for their college recruitment programs. It’s not just about short-term costs.

    The third video discusses the importance of considering both efficiency and effectiveness when determining the ROI of college recruitment programs.


    If the video is not playing or displaying properly click here.

    Efficiency is measured by short-term standards; it can be measured by ratios. How many resumes did I obtain from the university? How many candidates were interviewed? How many did we hire? Efficiency measures help recruiters determine whether to adjust the recruiting process or not.

    When considering effectiveness, you’re finished with proximal data and are ready to look at distal data and long-term measures. Most HR and recruiting professionals lack patience when it comes to measuring effectiveness. However, sometimes waiting to monitor effectiveness is very important. Defining clear objectives on the front end is crucial, and deciding how to measure and track your objectives at the beginning is just as important. If you don’t, you will not wind up gathering reliable data.

    The WorkPlace Group also features an article on its website entitled “Backwards is Forwards” with more information about the ROI of college recruiting.

    The final video in this series provides recruiters with final tips related to measuring ROI in college recruiting.


    If the video is not playing or displaying properly click here.

    WPG experts recommend checking out The National Association for Colleges and Employers (NACE) website; it has some tools for assisting employers with measuring the effectiveness of their college recruiting programs.

    As time goes on, employers learn that students who excel when hired are not the students they might have expected to excel. As time goes on, data provides expectations wrong. This is one reason it’s important to follow data and use it in the planning process. Study the data and measure long-term effectiveness (distal data). This will improve your college recruiting program and overall effectiveness.

    For more tips on college recruiting from The WorkPlace Group, subscribe to our YouTube channel and check out all 15 videos featuring experts Dr. Domniki Demetriadou and Dr. Steven Lindner.

    Follow our blog and connect with us on LinkedIn, Twitter, and Facebook.

    Dr. Steven Lindner, Executive Partner, WPG

    Dr. Steven Lindner, Executive Partner, WPG

    Dr. Steven Lindner is the executive partner of The WorkPlace Group®, a leading “think-tank” provider of recruitment services assisting companies ranging from small, fast growing businesses to multinational Fortune 500 companies. He is an expert in Talent Acquisition and Assessment, has appeared in many radio and TV interviews and a frequent presenter at HR conferences.  He writes weekly employment articles for the NY Daily News and holds a Ph.D. in Industrial/Organizational Psychology from Stevens Institute of Technology.

     

     

     

    Dr. Domniki Demetriadou, is a partner and director of assessment services of The WorkPlace Group®, a leading “think-tank” provider of recruitment services assisting

    Dr. Domniki Demetriadou, Partner and Director of Assessment Services, WPG

    Dr. Domniki Demetriadou, Partner and Director of Assessment Services, WPG

    companies ranging from small, fast growing businesses to multinational Fortune 500 companies.  Demetriadou is an expert in Talent Acquisition and Assessment, and a member of the Society for Human Resource Management (SHRM) and the American National Standards Taskforce. She is a frequent presenter at HR conferences and has led many multinational recruiting programs. She holds a Ph.D. in Industrial/Organizational Psychology from The Graduate Center at Baruch College, CUNY.

     

  • [video] The average cost-per-hire for on-campus recruiting is $3,582

    March 20, 2016 by
    Money saved for college with a small graduation cap

    Photo courtesy of Shutterstock.

    Despite conventional wisdom, the vast majority of the students and recent graduates of one-, two-, and four-year colleges and universities do not find their internships and entry-level jobs through their career service offices. The number of schools with well staffed and funded career service offices is, by many accounts, in the dozens yet there are over 7,400 post-secondary schools nationwide. Students at big, well funded, schools with strong brands amongst the largest employers of students can and often do find their jobs through their career service offices, but they’re the exception.

    From the perspective of the employer, it is also worth noting that college recruiting isn’t nearly as expensive for the vast majority of hires as it would be if all of those students and grads were hired through on-campus recruiting. A recent study by the National Association of Colleges and Employers (NACE) indicated that the AVERAGE cost-per-hire of recruiting a student through on-campus recruiting is now $3,582 when employers properly account for all of their related costs such as the costs for their college relations / recruitment office, pre-recruiting activities, recruiting trips, company visits, hiring costs, relocation, and advertising. Ouch. That cost is even higher for elite students in elite majors at elite schools. Double ouch. Continue Reading

  • NACE 2016: Benchmarks in college recruiting

    March 03, 2016 by

    At the 2016 National Association of Colleges and Employers Conference & Expo June 7-10 in Chicago, College Recruiter’s President and Founder Steven Rothberg will present a session for employers entitled “How to Benchmark Your University Relations Program in the Absence of Benchmarks.”

    In this brief video hosted by College Recruiter’s Content Manager, Bethany Wallace, Rothberg explains why clear benchmarks in college recruiting do not often exist and helps define some potential solutions to this problem.


    If the video is not playing or displaying properly click here.

    Rothberg mentions that in the field of college recruiting, until recently, very few college recruiting programs had benchmarks. As a result, many college recruiting programs did not know if they were operating effectively. Some college recruiting programs are beginning to share their operations data and establish benchmarks, but there is still a lack of continuity across the industry.

    For example, not all organizations define cost per hire the same way. If a recruiter travels, and the company does not factor in all travel costs and salary costs, as well as fees charged by the university, then the cost per hire estimate is inaccurate. Failure to accurately estimate costs affects overall budget estimates.

    It’s also important to use benchmarks accurately in order to measure success in college recruiting and to give credit where credit is due. Rothberg cites his work with a client recently who was able to pinpoint the exact number of candidates who’d been hired as a result of working with the college recruiting team.

    Benchmarking is not just about measuring your own success, Rothberg notes, but also about comparing your achievements to those of others in the field whose organizations are similar to yours and who are hiring similar types of candidates. Cooperating with other employers by sharing benchmarking data can help you reach goals. This is what Rothberg’s session at the 2016 NACE Conference & Expo will focus on.

    Don’t forget to register for the 2016 NACE Conference & Expo. Follow College Recruiter’s blog for more information about best practices in college recruiting, and follow us on LinkedIn, YouTube, Twitter, and Facebook.

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