On behalf of Michigan State University, the Collegiate Employment Research Institute, and our 150 college and university partners, we extend our deepest appreciation for your time and effort in helping with our college hiring profile for 2012­2013 graduates. We are seeking input from large corporations and start­up companies; from non­profits, government agencies, and education providers; from organizations that hire graduates from two year community and technical colleges, four year bachelor's institutions, and advanced degreed graduates; and from organizations who will be seeking interns and co­ops for 2013. We also are seeking insights from those who may be searching for experienced talent through your campus contacts. Even if your hiring plans are uncertain at this time or if you will not be hiring over the next 12 months, your information is still critical for framing the labor market conditions for students, academic faculty and advisors, and human resource managers. We invite you to take about 25 to 30 minutes to complete this survey. You will receive the report, Recruiting Trends 2012­2013, shortly after its release on November 16. You will have access to all supplemental reports from this study through downloads from our web site at www.ceri.msu.edu. For your convenience, the survey allows you to quit and return as long as you return using the same computer from which you started the survey. If you would like to preview the survey (pdf version) or would prefer a paper company (Word) these versions can be downloaded from our website (www.ceri.msu.edu). We follow all MSU's required research protocols for this project. Your information will be treated with strict confidence. Only aggregated data will be publicly reported and your confidentiality will be protected to the maximum extent allowed by law. If you have any concerns or questions about this research study, such as scientific issues, how to do any part of it, or if you believe you have been harmed because of the research, please contact the principal investigator, Dr. Phil Gardner: 517­355­2211 or gardnerp@msu.edu or Collegiate Employment Research Institute, 113 Student Services Building, Michigan State University, East Lansing, MI 48824. Again please accept our deepest appreciation for taking your time and extending your effort to help with this important project.

1. Welcome to MSU's National College Recruiting Survey 2012­2013

The questions in this section capture various characteristics of your organization that will be used to develop industry and regional hiring profiles. Comparisons are made based on company size, economic sector, and geographic location. Upon completing this section you will be routed through the survey based on your role in talent acquisition for your organization (college recruiting, internship & co­op programs, short­term hiring, and experienced talent acquisition).

1. Please indicate the number of employees in your organization or company.

2. If your recruiting/hiring assignment involves a specific unit within your organization, how many employees comprise your unit/division for which you are responsible for talent management?

3. Geographic Location. Please indicate, using the pull­down menu, which state or territory you are located (office location if you are using a mobile device). Options are available for companies and organizations located outside the U.S.

4. Please provide your company or organization name. We permit multiple responses from the same company or organization if the hiring information is unique to each of the reporting units. We will use company name to check whether entries from the same company are providing duplicate data. Company name is confidential and no company or organization is identified in any report, public presentation or discussion with professional associations.

5. Our final report will be sent to you as a PDF file shortly after it is released on November 16. Please provide your email address for delivering the report to you. This information is not kept with the other survey information. No one will be identified and emails cannot be shared with any individual, organization, or entity according to our research procedures.

2. Organizational Profile.

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If located outside the U.S. please indicate the country you are responding from.

The breakdown of firms, organizations and establishments in this section has been done according to the North American Industrial Classification System. A company or organization can have multiple codes assigned to them by the Census Bureau, but one code is designated as the primary code. In this section select the economic sector which best represents your company's or organization's primary NAIC code. 1. Which of the following economic sector definitions best describe your company (based on your primary NAIC or SIC code).

3. Organizational Profile: Economic Sector Classification

Agriculture and Natural Resources (includes agricultural production, agricultural support services, and forestry)

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Mining and Oil & Gas Exploration (includes support activities for mining and drilling)

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Utilities (electric power, natural gas, water supply & sewage, and steam & air conditioning supply)

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Construction (residential, nonresidential, heavy, specialty trade)

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Manufacturing

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Wholesale Trade

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Retail Trade

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Transportation and Warehousing (air, rail, water, & truck transportation, pipeline transporation, support activities for transportation, postal

& messenger services, and warehouse and storage)

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Information Services (publishing, motion pictures, broadcasting, telecommunications, internet service providers, news syndicates)

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Finance and Insurance (banks, credit intermediation, mortgage and loan brokers, securities and financial investments, insurance carriers,

funds & trusts)

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Real Estate and Leasing Services (real estate brokers, property managers, automotive & equipment leasing, rental centers)

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Professional and Scientific Services (includes accounting firms, legal management, computer systems and services, engineering services,

architectural services, scientific research, environmental consulting, marketing, PR, media buying, veterinary services)

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Administrative Services (office administration, employment services, business support services)

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Educational Services (elementary & secondary education, colleges and universities, sports & recreation instruction, educational support

services)

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Health Care and Social Assistance (ambulatory care, hospitals, outpatient, social assistance)

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Arts, Entertainment, and Recreation (performing arts, spectator sports, agents, museums, zoos, casinos, golf courses, fitness centers)

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Accommodation and Food Services (hotels, full­service food establishments, limited service food providers)

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Non­profit Organizations (religious, grantmaking, voluntary health, human rights, environmental, civil & social organizations, professional

associations)

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Repair and Maintenance/Personal Care Services (automotive, electronic, commercial machinerary, personal and laundry services)

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Government and Public Administration

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Not classified above: If you can not find an appropriate definition, please check this option.

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Please specify which of the following sub­sectors within Agriculture and Natural Resources best reflects what your organization does. Representatives of the agricultural Experiment station please use the educational service sector; government sector designation if you represent the Department of Agriculture; and professional and scientific service sector if you represent a basic or applied research organization.

1. Agriculture, Forestry, Fishing and Hunting, including agricultural support services

4. Agriculture and Natural Resources

Crop and Animal Production

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Forestry, Timber, Nurseries, Fishing and Hunting

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Agricultural Support Services (cultivating/harvesting, seeds, fertilizers and chemicals, farm management services, postharvest activities)

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Please specify which of the following subsectors within Mining and Oil and Gas Exploration best reflects what your organization does.

1. Mining and Oil & Gas Exploration Subsector

5. Mining and Oil & Gas Exploration

Oil and Gas Extraction

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Coal and Metal Ore Mining

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Nonmetalic Mineral Mining

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Support Activities for Mining (includes drilling)

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Please specify which of the following subsectors within Utilities best reflects what your organization does.

1. Utilities

6. Utilities

Electric Power Generation

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Natural Gas Distribution

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Water Supply and Sewage Treatment Facilities

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Steam & Air Conditioning Supply

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Please specify which of the following subsectors within Construction best reflects what your organization does.

1. Construction

7. Construction

Residential Building Construction

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Nonresidential Building Construction

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Heavy and Civil Engineering Construction

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Specialty Trade Contractors

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Building Equipment Contractors

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Building Finishing Contractors

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Other Specialty Trades (including site preparation)

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Please specify which of the following subsectors within Manufacturing best reflects what your organization does.

1. Manufacturing

8. Manufacturing

Food Manufacturing

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Beverage and Tobacco Product Manufacturing

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Textile Mills and Textile Product Mills

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Apparel Manufacturing

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Leather and Allied Product Manufacturing

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Wood Product Manufacturing

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Paper Manufacturing

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Printing and Related Support Activities

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Petroleum and Coal Products Manufacturing

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Chemical Manufacturing

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Plastics and Rubber Manufacturing

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Nonmetallic Mineral Product Manufacturing

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Primary Metal Manufacturing

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Fabricated Metal Product Manufacturing

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Machinery Manufacturing

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Computer and Electronic Product Manufacturing

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Electrical Equipment, Appliance and Component Manufacturing

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Automobile, Light & Heavy Truck, and Automotive Equipment Manufacturing

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Aircraft, Missile, Space Vehicle Manufacturing

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Railroad, Ship, Boat and Military Armoured Vehicle Manufacturing

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Wood Cabinet, Furniture (wood and metal), Institutional Furniture (includes custom woodworking and millwork)

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Surgical & Medical Equipment, Surgical Appliance and Supplies, Dental Equipment, Ophthalmic Goods Manufacturing

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Jewelry

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Sporting and Athletic Goods Manufacturing

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Toy Manufacturing

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Pen, Pencil, Marking Device, Carbon Paper, and Sign Manufacturing

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Musical Instrument Manufacturing

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Classification not listed above

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Please specify which of the following subsectors within Wholesale best reflects what your organization does.

1. Wholesale Trade

9. Wholesale

Merchant Wholesalers, Durable Goods

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Merchant Wholesalers, Nondurable Goods

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Wholesale Electronic Markets

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Wholesale Agents and Brokers

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Please specify which of the following subsectors within Retail best reflects what your organization does.

1. Retail Trade

10. Retail

Motor Vehicle and Parts Dealers

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Furniture and Home Furnishing Stores

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Electronic and Appliance Stores

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Building Material, Garden Equipment and Supplies Dealers

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Food and Beverage Stores

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Health and Personal Care Stores

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Clothing and Clothing Accessories Stores

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Sporting Goods, Hobby, Book and Music Stores

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General Department Stores

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Other Store Retailers (florists, office supplies, used merchandise, pet and pet supplies)

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Electronic Shopping and Mail­order Retailers

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Direct Selling Establishments

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Please specify which of the following subsectors within Transportation and Warehousing best reflects what your organization does.

1. Transporation and Warehousing

11. Transportation and Warehousing

Air Transportation

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Rail Transportation

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Water Transportation

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Truck Transporation and Specialized Freight Trucking

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Transit and Ground Passenger Transportation

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Pipeline Transportation

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Scenic and Sightseeing Transporation

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Support Activities for Transportation (airport operations, port and harbor operations, cargo handling, towing, freight transporation

arrangements)

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Postal Service

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Couriers and Messengers

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Warehouse and Storage

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Please specify which of the following subsectors within Information Services best reflects what your organization does.

1. Information Services

12. Information Services

Publishing Industries (newspaper, periodical, book and directory publishers)

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Motion Picture and Sound Recording Industries (production, distribtuion, exhibition and postproduction services)

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Broadcasting (radio, televsion, and cable)

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Internet Publishing and Broadcasting

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Telecommunications (wired carriers, wireless carriers, satellite, cable distribution, resellers, and all other telecommunications)

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Internet Service Providers, Web Search Portals, and Data Processing

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News Syndicates, Libraries and Archives

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Please specify which of the following subsectors within Finance and Insurance Services best reflects what your organization does.

1. Finance and Insurance

13. Finance and Insurance Services

Monetary Authorities ­­ Central Bank

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Depository Credit Intermediation (commercial banking, savings institutions, credit unions)

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Nondepository Credit Intermediation (credit card companies, sales financing, consumer lending, real estate credit, international trade

financing, and secondary market trading)

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Mortgage and Nonmortgage Loan Brokers and Financial Transaction Processing, Reserve and Clearinghouse Activities

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Securities, Commodities Contracts and Other Financial Investments

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Insurance Carriers, Agencies, Brokerages and Other Insurance Activities

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Funds, Trust and Other Financial Vehicles (pension, health and welfare, trusts, estates, and real estate investment trusts)

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Please specify which of the following subsectors within Real Estate and Leasing Services best reflects what your organization does.

1. Real Estate and Rental and Leasing Services

14. Real Estate and Leasing Services

Real Estate, Lessors of Real Estate and Offices of Real Estate Agents and Brokers

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Real Estate Property Managers

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Automotive Equipment Rental and Leasing

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Consumer Goods Rental

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General Rental Centers

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Commercial and Industrial Machinery/Equipment Rental

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Please specify which of the following subsectors within Professional and Scientific Services best reflects what your organization does.

1. Professional, Scientific, and Technical Services (employment and placement service firms please go to administrative services sector, only executive management search firms in this category)

15. Professional and Scientific Services

Legal Services

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Accounting ­­ Offices of Certified Public Accountants

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Tax Preparation, Payroll Services, Bookkeeping and other accounting services

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Architectural and Landscaping Services

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Engineering Services (including drafting, building inspection, surveying, and engineering testing laboratories)

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Design Services (including interior design, industrial design, and graphic design services)

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Computer Sytems Design and Related Services (including computer programming, system design, facilities management and software

development services)

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Management Consulting Services (including human resources and executive search, marketing,physical distribution and logistics,

administrative management consulting services)

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Environmental Consulting Services

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Scientific Research and Development Services (including R&D in physical, engineering, and life sciences, and R&D in social sciences

and humanities)

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Other Scientific and Technical Consulting Services (not listed above)

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Advertising, Public Relations, Media Buying Agencies, Media Representatives, Display Advertising, Direct Mail Advertising, and

Advertising Distribution Services

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Marketing Research and Public Opinion Polling

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Photographic Services

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Translation and Interpretation Services

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Veterinary Services

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Classification not listed above

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Please specify which of the following subsectors within Administrative Services best reflects what your organization does.

1. Administrative and Support Services

16. Administrative Services

Office Administration and Facilities Support Services

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Employment Services (placement agencies, temporary help services and professional employer organizations)

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Business Support Services (document preparation, telephone call centers, business service centers, collection agencies, credit bureaus)

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Travel Arrangement and Reservation Services

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Investigation and Security Services

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Services to Buildings and Dwellings (pest control services, janitorial services, landscaping services, carpet cleaning services)

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Waste Management and Remediation Services

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Other

Please specify which of the following subsectors within Educational Services best reflects what your organization does.

1. Educational Services

17. Educational Services

Elementary and Secondary Education

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Junior and Community Colleges

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Colleges and Universities (including Professional Schools)

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Business Schools, Computer and Management Training, and Technical and Trade Schools

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Sports and Recreation Instruction

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Language Schools

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Educational Support Services (including exam preparation, tutoring, and educational support services)

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Please specify which of the following subsectors within Health Care and Social Assistance best reflects what your organization does.

1. Health Care and Social Assistance

18. Health Care and Social Assistance

Ambulatory Health Care Services (offices of physicians, dentists, and other health practitioners, not including mental health)

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Ambulatory Health Care for Mental Health, Physical, Occupational, Speech Therapists, Audiologists, and related health practitioners

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Outpatient Care Centers (including family planning centers, outpatient mental health and substance abuse centers, HMO medical

centers, Kidney Dialysis centers and freestanding surgical and emergency centers)

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Medical and Diagnostic Laboratories

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Home Health Care Services

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Ambulance Services and Blood and Organ Banks

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Hospitals

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Nursing and Residential Care Facilities

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Social Assistance (including individual and family services, services for the elderly and persons with disabilities)

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Community Food and Housing and Emergency Relief Services

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Vocational Rehabilitation Services

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Child Day Care Services

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Please specify which of the following subsectors within Arts, Entertainment & Recreation Services best reflects what your organization does.

1. Arts, Entertainment and Recreation

19. Arts, Entertainment & Recreation Services

Performing Arts Companies

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Spectator Sports (teams, clubs and racetracks)

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Promoters of Performing Arts, Sports, and similar events

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Agents and Managers for Artists, Athletes, Entertainers

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Museums, Historical Sites and Similar Institutions

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Zoos and Botanical Gardens

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Amusement, Gambling and Recreation Industries

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Golf Courses and Country Clubs

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Skiing Facilities, Marianas, Fitness Centers and Bowling Centers

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Please specify which of the following subsectors within Accommodation and Food Services best reflects what your organization does.

1. Accommodation and Food Services

20. Accommodation and Food Services

Travel Accommodations (hotels, motels, inns and RV parks)

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Food Services and Drinking Establishments (full­service, limited service, special foods, caterers, and drinking places)

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Please specify which of the following subsectors within non­profit organizations best reflects what your organization does.

1. Non­profit Organizations

21. Non­profit Organizations

Religious Organizations

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Grantmaking and Giving Services

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Voluntary Health Organizations

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Human Rights Organizations

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Environment, Conservation and Wildlife Organizations

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Other Social Advocacy Organizations

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Civic and Social Organizations

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Business and Professional Organizations

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Labor Organizations

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Political Organizations

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Other Similar Organizations

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Please specify which of the following subsectors within Repair, Maintenance and Personal Care Services best reflects what your organization does.

1. Repair and Maintenance and Personal Care Services

22. Repair, Maintenance and Personal Care Services

Automotive Repair and Maintenance

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Electronic and Precision Equipment Repair and Maintenance

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Commercial and Industrial Machinery and Equipment Repair and Maintenance

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Personal and Household Goods Repair and Maintenance

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Personal and Laundry Services (includes barber shops, beauty salons, diet and weight services, funeral homes, cemeteries, and

drycleaning and laundry services, linen and uniform supply services, pet care services, photofinishing laboratories, and parking lots and garages)

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Please specify which of the following subsectors within Government and Public Administration best reflects what your organization does.

1. Government and Public Administration

2. If you represent a governmental office, agency or organization, please indicate the level of government you represent.

23. Government and Public Administration

Executive and Legislative Offices

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Agencies & Departments that deal with Public Finance Activities

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American Indian and Alaska Native Tribal Governments

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Courts and Legal Counsel and Prosecution

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Police and Fire Protection Departments

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Correction Institutions and Parole and Probation Offices

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Agencies that deal with Educational Programs

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Agencies that deal with Public Health Programs

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Agencies that deal with Human Resource Programs (not education, public health and veterans affairs)

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Agencies that deal with administration of Veterans Affairs

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Agencies that deal with Natural Resources,Environmental Quality, Parks, and Conservation Programs (includes air, water, and solid waste)

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Agencies that deal with Housing Programs, Urban Planning and Community Development

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Agencies and departments that deal with Economic Programs

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Agencies that deal with the regulation and administration of Transportation Programs

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Agencies that deal with the regulation and administration of Communication, Electric, Gas and Other Utilities

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Agencies that deal with the regulation of Agricultural Marketing and Commodities

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Agencies that deal with the regulation, licensing and inspection of Commercial Sectors Activities

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Space Research and Technology Programs and Administration

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National Security, including Homeland Security, FBI, Military

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Agencies dealing with International Affairs

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Other agencies or departments not listed

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Local and/or regional government agency or office

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State government agency or office

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Federal government agency or office

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Please provide a short description of your organization including the goods or services you provide. We will attempt to find the best NAIC group for your organization.

1. Please provide a short description of your organization, including the goods or services you provide.

24. Classification not listed

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Your response to the following question will direct you to the sections of the survey appropriate for your role in hiring new or experienced graduates, interns and co­ops, and short­term employees.

1. Which of the following statements best describes your role in the recruiting for college educated talent within your organization?

25. Recruiting Activities: Guide to Survey

Responsible for College Recruiting, covering full­time hiring which includes long­term contract employment (over six months), and long­

term (over six months) volunteer positions, and also internship and co­op hiring.

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Exclusively responsible for hiring interns, co­ops and other forms of professional practice,and for managing internship/co­op programs.

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Responsible for short­term hiring, including summer employment, short­term work assignments, and contract employment and volunteer

experiences of less than six months.

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Responsible for experienced hiring only.

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The questions in this section will help identify the types of educational institutions you tap for new talent, the strategies used to recruit new talent, and the geographic areas in which you tend to focus your recruiting efforts.

1. Please indicate from which of the following institutions you regularly recruit new college talent. Check all that apply to your company or organization.

2. In which of these geographic areas does your organization focus its recruiting activities? Check all the options that apply to you.

26. Recruiting Practices

2 year public college credential programs

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2 year public college degree programs

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4 year public colleges and universities for bachelor's degrees

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4 year private colleges and universities for bachelor's degrees

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2 and 4 year for­profit institutions

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Insitutions that offer advanced degrees: masters, MBA, professional and doctoral trained professionals

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Historical Black Colleges and Universities

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Hispanic serving colleges and universities

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International (seek talent globally)

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Entire US

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Northeast US (ME, VT, NH, RI, CT, MA, and upstate NY)

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Mid­Atlantic US (New York City area, DE, NJ, PA, MD, VA, WV, Washington, DC)

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Great Lakes US (OH, MI, IN, IL, WI)

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Upper Plains US (MN, IA, NE, SD, ND, CO, WY)

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Southeast US (GA, FL, AL, MS, TN, KY, NC, SC)

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South­central US (OK, KS, TX, LA, MO, AR)

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Southwest US (AZ, UT, NM, CA, NV, HI)

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Northwest US (AK, ID, WA, MT, OR)

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3. Which methods do you utilize in identifying and recruiting college prepared talent? Check all responses that apply to your organization.

4. Which three methods from those listed in the previous question comprise your primary recruiting strategy?Strategy 1.

Strategy 2.

Strategy 3.

Visit college campuses to talk to students (information sessions, classroom presentations, student organization events)

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Interview prospective candidates on college campuses

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Attend career fairs on college campuses

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Post positions through the college or university on­line employment system

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Request candidate resumes from college career service offices

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Seek candidates directly through faculty connections

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Hire interns, co­ops, or part­time student workers who have worked or are currently working for your organization

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Post open positions on your organization's website

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Solicit names of potential employees through the alumni organizations on the campuses where you recruit

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Use current employees who are alumni of the institutions where you recruit

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Solicit names of potential employees from current employees (non­alumni)

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Attend job fairs not held on college campuses

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Attend targeted job fairs (for specific skills such as IT, design, health services)

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Post positions with national web­based employment providers (Google, Monster, CareerBuilder, for example)

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Post positions and information on social media sites (Facebook, LinkedIN, Twitter)

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Post positions on local or state (government, Chamber of Commerce, economic development authority) job boards

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Place ads in media and professional journals or magazines

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Use a staffing consultant or hiring agency

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Other (please specify)

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5. Over the past 10 years the number of on­campus interviews for full­time positions has steadily declined. In lieu of conducting on­campus interviews, what strategies has your organization been using during this step in the recruiting process? Check all that apply

6. In your estimation, what factors may be behind the decline in on­campus interviewing?

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Conducting more initial interviews at office or operational units

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Conducting more interviews at off­campus locations

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Employing on­line technical resources for interviewing purposes (Skype, for example)

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Focusing more on early talent identification and development

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Please indicate other strategies you are using to replace on­campus interviews

The questions in this section ask you to provide your sense of the job prospects for students who will be completing degrees at 2 and 4 year institutions this year.

1. Based on your current knowledge of your industry and the regional labor markets where you seek talent, what job prospects can new college graduates expect this year?

2. How important are the following factors in the developing your hiring targets for colleges and universities this academic year (July 2012 though June 2013)?

27. Employment Outlook

Poor Fair Good Very Good Excellent Not Applicable

Overall job market for new college grads

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Job market for new college grads in your industry

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Northeast US in your industry

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Mid­Atlantic US in your industry

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Great Lakes US in your industry

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Upper Plains US in your industry

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Southeast US in your industry

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Southcentral US in your industry

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Southwest US in your industry

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Northwest US in your industry

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Not at all important Somewhat important Moderately important Quite important Very important

Preparing for pending retirements

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Replacing talent that has left your organization (turnover not retiring)

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Filling positions that have been open for the past several years

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Addressing staffing needs because organization is growing

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Reducing staffing as a result of budget cuts or workforce realignment initiatives

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Targeting experienced professionals instead of recent college graduates

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3. Economic indicators have provided a mixed message on the overall economic climate throughout the U.S. over the past nine months. When does your organization expect hiring to improve with existing positions being opened and new positions created? Please check one response

4. What do you believe, at this time, will be the major obstacles your organization faces in achieving your recruiting objectives for 2012­2013?

5. In the next three years, how likely will your organization incorporate any of the following talent management strategies to circumvent potential skill shortages in your organization?

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Next 6 months

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6 to 12 months

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12 to 18 months

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18 to 24 months

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More than 24 months

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We will have made significant technology investments specifically to circumvent skill shortages

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We will have partnered with other organizations specifically to circumvent skill shortages

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We will have acquired other companies specifically to circumvent skill shortages

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We will have moved operations because of talent availability

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We will have increased the amount of training available to employees to circumvent skills shortages

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We will aggressively participate in early talent development programs on college campuses and sharply focus recruiting new college

talent to circumvent skill shortages

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Other

These questions ask you to report your anticipated hiring targets for college students who will graduate this academic year compared to last year's hiring levels. Please provide the most accurate numbers you can at this time.

1. Did you hire any new college graduates (any degree level) between July 2011 and end of June 2012?

28. College Hiring Expectations

NO

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YES

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Other

1. How many new employees did you hire between July 2011 and end of June 2012 who recently earned a college degree at these levels? Please provide the most accurate numbers you can at this time.

2. In reviewing your organization's professional staffing for all experience levels between July 2011 and end of June 2012, what is your best estimate on the percent of these hires that were a direct result of recruiting new talent from colleges and universities?

3. Of ALL FULL­TIME offers you extended to candidates from colleges and universities since July, 2011, what is your best estimate of the offers that where accepted?

4. At this time which of the following statements best reflects your current plans for college hiring for the 2012­2013 academic year?

5. Please provide your best estimate on the number of new graduates you expect or anticipate hiring this year.

29.

Associate's degree

Bachelor's degree

MBA's

MS/MA degrees

PhD degrees

Professional degrees (pharmacy, law, medicine)

Associate's degree

Bachelor's degree

MBA's

MS/MA degrees

PhD degrees

Professional degrees(pharmacy, law, medicine)

Definite hiring targets have been established for 2012­2013

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Preliminary hiring targets have been set for 2012­2013

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Hiring targets uncertain at this time but will be present on college campuses

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Will not be hiring any new college graduates over the next 12 months

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Other

Other

Different options exist for students to gain professional/work experience during college. The terminology varies depending on the professional orientation of the students. This section asks some general questions about professional/work experiences before focusing on internships and co­ops.

1. Which of the following professional/work options do you make available to students within your organization?

30. Gaining Professional Practice: Internships, Co­ops, and More

We do not provide professional or work opportunities to students at this time

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Clinical practice or health focused practicum

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Cooperative education (co­ops)

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Internships

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Apprenticeships

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Practicum (non­health)

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Professional practice (student teaching, e.g.)

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Paid professional/work related employment (summer positions, options for enrolled students, e.g.)

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Other options not listed above

Other

Other

The question in this section will focus specifically on internship and co­op recruiting.

1. Of ALL INTERNSHIP and/or CO­OP offers you extended to candidates from colleges and universities since July 2011, what percent of offers do you estimate were accepted?

2. What is the primary purpose of your internship and/or co­op program?

3. Do you plan to seek intern or co­op talent during the 2012­2013 academic year?

31. Internship and Co­op Hiring

To identify and develop talent for full­time employment

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To supplement staffing for special projects or targeted assignments

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To cover assignments of staff on leave or vacation

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To aid our profession(s) in developing talent, even though we will not be able to or seldom hire interns/co­ops when assignments are

completed

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To fulfill social responsibility goals of our organization

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Yes

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No

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Other

1. Specifically, how many interns and co­ops do you plan to recruit during the 2012­2013 academic year?

2. How does this compare to your intern and co­op recruiting for 2011­2012?

3. Considering your 2011­2012 internship/co­op program for Bachelor's students, what is your best estimate of your actual conversion rate to full­time employment? To calculate: Divide the total number of your Bachelor's interns and co­ops who accepted full­time employment by total number of your Bachelor's interns who were seeking full­time employment. For example, your organization hired 100 interns and co­ops. Of these 100 students, only 80 were graduating and available for full­time employment. Of the 80, you gave 40 offers and of the 40 offers, 20 accepted. Therefore, 20 of the 80 were converted to full­time employment or 25%.

4. Considering your 2011­2012 internship/co­op program for Masters and MBA's students, what is your best estimate of your actual conversion rate to full­time employment? Please use the same calculation method you employed in the previous question.

32. Recruiting Intentions for Internships and Co­ops

Increase in positions

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Same number of positions

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Decrease in positions

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Other

Other

1. Are the internships and co­ops you offer paid or unpaid?

2. How does your organization handle the issue of academic credit? Please select the appropriate response from list below.

3. Is your organization willing to consider international undergraduates for internship and co­op positions? Select the best option from the list below.

4. What is the biggest obstacle your organization faces in placing international undergraduate students in internship positions?

33.

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All our internships and co­ops are paid

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We offer a mix of paid and unpaid internships and co­ops depending on academic major or functional assignment in the organization

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All our internships are unpaid

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My organization prefers not to deal with academic credit.

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My organization will accept interns or co­ops with academic credit, if an academic requirement.

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My organization will accept interns or co­ops with academic credit when the internship is unpaid.

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My organization has no problems accepting interns and co­ops who want academic credit for their experience.

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My organization does not provide internships to international undergraduate students.

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My organization might consider providing internships to international undergraduate students but does not do so at this time.

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My organization occasionally offers international undergraduate students internships.

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My organization frequently offers international undergraduate students internships.

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My organization constantly is seeking international undergraduate students for internships.

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Other

5. Which of the following sources is the MOST EFFECTIVE in sourcing to your organization qualified internship candidates? Select one of the options below.

6. If you can estimate, what is the average hourly salary that you will be paying your interns and co­ops during their assignment?Engineering/Computer Science/IT

Accounting

Business

Health

Social Science, Humanities, Communications

Physical & Biological Sciences

Agriculture

Large web aggregators of internships (CareerBuilder, Internships.com, for example)

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Niche web sites that cater to specific academic majors or disciplines (nursing, for example)

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College and University career centers through position postings, fairs or interviews.

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Academic units that you affiliate with on campus

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Other campus sources, including student organizations, professional associations.

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Referrals from past interns

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Referrals from current employees, friends and professional associates

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Other sources that you use

This section contains a list of academic majors. Please indicate which academic majors you seek for your talent pool for both full­time and interns/co­ops (other forms of professional practice). Majors have been grouped by academic focus (business, engineering, and communications, for example). We have limited the selection to majors that have been frequently selected in previous surveys. If you do not find the exact majors you seek, you will have space to add these at the end of each section. You can check as many majors as you wish.

1. Before selecting the specific majors that you will consider hiring this year, please indicate the percentage of hires you expect to make in these broad categories of academic disciplines. The total should not exceed 100%.

2. All Majors: Majors where you would accept an application from any individual within that group regardless of academic program.

34. Academic Majors

Agriculture & Natural Resources & Environmental Sciences

Arts, Humanities & Liberal Arts

Business

Communication, PR, Advertising and Media Studies

Computer Science/IT

Education

Engineering/Technical (not computer science)

Science and Mathematics

Health Sciences

Social Sciences

Other Disciplines not listed

All Majors (would accept an application from any qualifed college student)

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All Technical Majors (would accept an application from any computer science, engineering or technical student)

gfedc

All Business Majors (would accept an application from any business student)

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All Liberal Arts Majors (would accept an application from any arts or science degree student)

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3. Agriculture, Natural Resources and Environmental Sciences

4. Arts, Humananities and Social Sciences (for economics see Business)

5. Business (for agricultural business see Agriculture)

Agribusiness or Agricultural Management (including Agricultural

Economics)

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Animal Sciences

gfedc

Plant and Crop Sciences/Horticulture

gfedc

Agricultural Sciences (entomology, toxicology, etc)

gfedc

Food Safety

gfedc

Forestry/Fish and Wildlife

gfedc

Natural Resource Management (includes economic and public

policy)

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Park and Recreation Tourism

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Environmental Sciences (all fields)

gfedc

Agricultural, Food, and Environmental Sustainability

gfedc

Other (please specify)

gfedc

Foreign Languages (Chinese, Japanese, German, Russian, all

others)

gfedc

English

gfedc

Performing Arts/Visual Arts

gfedc

Interior Design/Environmental Analysis

gfedc

Textiles & Clothing

gfedc

History

gfedc

Philosophy/Religion

gfedc

Film Studies/Movie Animation

gfedc

Criminal Justice

gfedc

Political Science/Government

gfedc

Psychology

gfedc

Sociology/Anthropology

gfedc

Law/Legal Studies

gfedc

International Relations/Public Policy

gfedc

Public Administration

gfedc

Other (please specify)

gfedc

Masters of Business Adminstration (MBA)

gfedc

Accounting

gfedc

Building Construction Management

gfedc

Finance

gfedc

Economics

gfedc

Logistics and Supply Chain Management

gfedc

Marketing

gfedc

Hospitality Business (Food, Accommodation,Tourism)

gfedc

Merchandising Management/Retail Sales

gfedc

International Business

gfedc

Entertainment/Sports Business or Management

gfedc

Risk Management/Insurance/Real Estate

gfedc

Human Resources/Labor Industrial Relations

gfedc

E­commerce/Entrepreneurship

gfedc

Management or Business Information Systems

gfedc

Other (please specify)

gfedc

6. Communication Sciences

7. Computer Science, IT

Advertising

gfedc

Public Relations

gfedc

Telecommunications and Broadcasting

gfedc

Film and Video Production

gfedc

Interactive Media Design

gfedc

Communication

gfedc

Audiology and Speech

gfedc

Journalism

gfedc

Other (please specify)

gfedc

Computer Science

gfedc

Computer Programming

gfedc

Information Sciences

gfedc

Management Information Systems

gfedc

Computer Information Systems

gfedc

Information Security Systems

gfedc

Multimedia Design/Graphic Design/Web Design

gfedc

Library and Information Sciences

gfedc

Other (please specify)

gfedc

8. Education (For brevity education majors have been grouped in these categories)

9. Engineering

10. Physical and Biological Sciences

Pre K and Kindergarten

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Elementary (1 through 5)

gfedc

Middle School (6 to 8) Math and Science

gfedc

Middle School (6 to 8) Language Arts

gfedc

Middle School (6 to 8) Social Studies

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High School Math and Science

gfedc

High School Language Arts

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High School Social Studies

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Special Education

gfedc

Other (please specify)

gfedc

Aerospace/Aeronautical

gfedc

Agricultural/Bio­systems

gfedc

Architectual Engineering (include Architecture)

gfedc

Bioengineering/Biomedical

gfedc

Chemical/ Pharmaceutical

gfedc

Civil

gfedc

Computer

gfedc

Electrical/Electronic

gfedc

Environmental/Geological

gfedc

Engineering Technicians (all types)

gfedc

Engineering Technology

gfedc

Industrial Manufacturing

gfedc

Materials/Metallurgical

gfedc

Mechanical/Nuclear

gfedc

Packaging

gfedc

Petroleum

gfedc

General Engineering

gfedc

Other (please specify)

gfedc

Biology/Zoology

gfedc

Chemistry

gfedc

Biochemistry

gfedc

Geology/Earth Sciences

gfedc

Environmental Sciences

gfedc

Mathematics/Applied Mathematics

gfedc

Physics

gfedc

Human Biological Sciences/Genetics

gfedc

Molecular/Microbiology

gfedc

Statistics

gfedc

Actuarial Sciences

gfedc

Other (please specify)

gfedc

Other

11. Health Services

12. Social Services

Nursing

gfedc

Physical Therapists

gfedc

Therapists (e.g. Radiation, Occupational, Recreational, Rehabilitation, Respiratory)

gfedc

Pharmacy

gfedc

Clinical Laboratory Science/Medical Technologist

gfedc

Emergency Medical Technician

gfedc

Technologists (e.g. Nuclear Medicine, Radiologic, Surgical, Cardiovascular)

gfedc

Technicians (e.g. Pharmacy, Biomedical Equipment, Patient Services, Dental)

gfedc

Perfusionist

gfedc

Health Care Administration

gfedc

Food Science/Dietetics

gfedc

Health Information Systems

gfedc

Medical Doctors (MD, DO)

gfedc

Other (please specify)

gfedc

Family/Community Services

gfedc

Social Work/Human Services

gfedc

Counseling

gfedc

Other (please specify)

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In this section we are collecting information on average starting salaries by academic major. Salary information will be used to make comparisons with previous years and help set realistic expectations for 2013. To avoid confusion and misinterpretation of starting salary offers, only majors with a sufficient number of reported salaries and stable statistics will be listed in Recruiting Trends 2012­2013 and released publicly. You can provide your company's or organization's average salary, salary range or hourly salary. If you provide hourly wage information, please place hr after the amount. If you are only responsible for internship/co­op programs and provided wage information in the previous section, please scroll through this section(three pages)to advance in the survey. We apologize that there is not an easier way to allow you to skip this section.

1. Which of the following statements best describes what you expect to do with regards to starting salaries this year? Please check one.

2. By what percentage do you expect to increase or decrease starting salaries?

3. Are the compensation packages offered by your organization based on any of the following options? Check all that apply.

4. Associate Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the associate's level this year. If you are reporting an hourly wage, please place hr after the figure.

35. Starting Salary Offers

Business (all majors)

Engineering/technical (all majors)

Computer Science (all majors)

Nursing

Health Service/Technicians/Technologists (all)

All other Asssociate Degrees

Increase starting salaries from last year

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Keep starting salaries the same as last year

nmlkj

Decrease starting salaries from last year

nmlkj

Compensation is based entirely on commission

gfedc

Percentage of compensation based on commission with remainder in salary

gfedc

Starting salary offer generally lower or comparable to the industry average with a performance bonus at the end of the first year

gfedc

Signing bonus augments starting salary offer

gfedc

1. Business Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the business bachelor's level this year.

2. Communications Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the communication bachelor's level this year.

3. Computer Sciences Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the computer science bachelor's level this year.

36. Starting Salaries: Bachelor's Degrees

Accounting

Finance

Marketing

Logistics/Supply Chain Management

Economics

Human Resources

Management Information Systems

Entrepreneurial/e­commerce

All other Business degrees

Journalism

Public Relations

Advertising

Multimedia

Broadcasting

All other Communications

Computer Science/Information Systems

Programming

Software Design

All other Computer Science degrees

4. Engineering Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the engineering bachelor's level this year.

5. Health Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the health bachelor's level this year.

6. Science Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the science bachelor's level this year.

7. Social Science Bachelor's Degree Level Starting Salaries. Please provide the starting salary for the majors you are likely to hire at the social science bachelor's level this year.

Aerospace

Bioengineering

Chemical

Civil/Environmental

Computer

Electrical

Industrial

Mechanical

All other Engineering

Nursing

Therapists

Social Work

All other Health

Environmental

Chemistry

Mathematics

Physics

Molecular Biology/Biochemistry

Biology

All other Sciences

Psychology

Political Science

Anthropology/Sociology

Economics (if not included under Business)

All other Social Sciences

8. Remaining Bachelor's Degree Level Starting Salaries. Please provide the starting salary for those majors you are likely to hire at bachelor's level this year. All Majors (regardless of academic program)

All Liberal Arts and Humanities Majors

Construction Management

Agricultural Sciences

Natural Resource Management

All other Bachelor's degrees not listed

1. Master's Degree Level Starting Salaries. Please provide the starting salary for those majors you are likely to hire at the master's level this year.

2. PhD and Professional Level Starting Salaries. Please provide the starting salary for those majors you are likely to hire at the PhD and professional level this year.

37. Starting Salaries: Masters, PhD & Professional Degrees

MBA

Labor Industrial Relations/HR

Accounting

Engineering

Computer Science

Physical and Biological Sciences

Social Sciences

Health Sciences'Services

All other Master's degrees

Business

Pharmacy

Engineering/Computer Science

Law

Physical and Biological Sciences

Medicine

Social Sciences

This question captures the types of work assignments or functional areas that you expect new hires or your interns and co­ops to undertake or fill upon entering your organization.

1. The following list of tasks are grouped in broad general clusters. Please check all the categories that are appropriate for your company or organization this year.

38. Work Functions Being Filled In Company or Organization

Management Training/Rotation Program

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Accounting/Auditing

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Administrative Services

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Business Services

gfedc

Computer Services/Engineering

gfedc

Construction Management/Engineering

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Consulting Services

gfedc

Customer Services

gfedc

Design ­­ engineering

gfedc

Design ­­ media, graphic, and web

gfedc

e­Commerce/Internet Services

gfedc

Educational Services (including teaching)

gfedc

Entrepreneurial Enterprises

gfedc

Environmental Services/Civil Engineering

gfedc

Financial Services

gfedc

Health and Therapy Services (including nursing)

gfedc

Hospitality Services

gfedc

Human Resource Services

gfedc

Information Management (include MIS)

gfedc

Insurance Services

gfedc

Manufacturing Processing ­­ engineers

gfedc

Marketing (include brand/product development)

gfedc

Media communications (include advertising, broadcasting,

public relations, journalism, event planning)

gfedc

Project Management ­­ engineering

gfedc

Purchasing/Logistics/Supply Chain Management

gfedc

Regulatory/Legal Affairs

gfedc

Research Services

gfedc

Sales

gfedc

Scientific Research/Services

gfedc

Security/Public Safety Specialists

gfedc

Technical Services

gfedc

Volunteer Management

gfedc

Other (please specify)

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The following questions have been contributed by the employer and college members on the Institute's Advisory Board and the coalition of schools who support this project. Their questions reflect issues they currently face in this economy or questions they need answered to serve students who are preparing to transition.

1. How many colleges and universities are represented in your core recruiting group?

2. How seriously will your recruiting efforts and college relations initiatives focus on the following groups?

3. Is your organization willing to assist international students connect to internships or entry­level opportunities in their home countries through your international subsidiaries?

4. The spotlight is focused on the STEM­H (science, technology, engineering, math & health) fields and the pending shortage of STEM­H talent. What types of campus activities has your organization become involved to further student involvement in STEM­H? Check all that apply.

39. Advisory Board Questions

No serious effort Opportunistic effort Modest effort Serious effort Very serious effort Does not apply

Early­career hires (post graduation with 0­2 years experience)

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Early career hires (post graduation with 3 to 5 years experience)

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Veterans nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj

International undergraduate students

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International graduate students

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NO

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YES

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Working directly with STEM­H faculty

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Sponsoring job previews and shadowing to interested students

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Sponsoring STEM­H living and learning communities

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Engaging organization staff with professional student organizations

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Providing more internships and research projects (and other relevant experiences) for undergraduates

gfedc

Supporting first & second year success programs

gfedc

Other (please specify)

5. In what ways does your organization participate in first & second year success programs? Check all that apply.

6. What do you see as the most significant emerging trend in college recruiting?

7. In what ways do you expect your organization's relationship with colleges' and universities' career centers to change over the next five to ten years? Will these relationships become more important or less? Please elaborate.

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Financial support through unrestricted gifts

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Financial support through grants which require applications

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Make available professional staff (often alumni) for panels and presentations

gfedc

Other (please specify)

This section will present questions about diversity recruiting at your organization.

1. How does your organization define diversity?

2. Which of the following statements best defines your college diversity recruiting program?

40. Special Topic:Diversity Recruiting Programs

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My organization does not have a defined diversity program for college recruiting.

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My organization has diversity guidelines (expectations) but does not set specific hiring targets.

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My organization sets actual diversity hiring targets annually.

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1. Which of the following statements best describes the relationship between your diversity initiatives and your college/university relations/recruiting program?

2. What percentage of your total new college hires targeted for 2012­2013 are earmarked for diversity talent?

3. If your organization has diversity targets set for this year, which of the following parameters best serves as the basis for your targets. (Select the appropriate option from the list below.)

4. Based on how your diversity targets are established, how successful have you been in achieving your diversity hiring targets over the past several years.

41. Diversity recruiting continued

Not at all successful Somewhat successful Moderately successful Quite successful Very successful

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Our diversity initiatives are an integrated part of our college and university hiring program.

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Our diversity hiring program is a separate function from our college/ university recruiting program.

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Per degree level

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Per function for which the candidate is being hired

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Both degree and function

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Overall hiring class (not specific to degree or function)

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1. In comparing the cost per hire for a diversity candidate to the cost for a non­diversity hire, would you consider: (Select the appropriate option from the list provided.)

2. If you indicated that your diverse cost per hire was more or less than the cost per hire for non­diverse hires, please indicate the percentage above or below your non­diverse cost per hire.

3. To what extent do the following activities play a role in your overall diversity recruiting strategy?

4. What was the acceptance rate (the number of acceptances received divided by the number of offers extended) for your diversity candidate pool from the past academic year (2011­2012)?

5. What was the acceptance rate (the number of acceptances received divided by the number of offers extended) for your non­diverse candidate pool from the past academic year (2011­2012)?

42. Diversity Programs continued

Not a part of our strategy

Some extent Moderate extent Quite extentKey component of our

strategy

Attend national diversity conference(s)

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Attend regional diversity conference(s)

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Partner with academic units at your core schools

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Partner with student organizations

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Partner with scholarship programs

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Sponsor programs such as leadership, tutoring, etc., for targeted groups

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Leverage organization’s internal affinity/diversity groups

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The cost per hire for a diverse hire is more than the cost per hire for a non­diverse hire.

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The cost per hire for a diverse hire and a non­diverse hire is about the same.

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The cost per hire for a diverse hire is less than the cost per hire for a non­diverse hire.

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6. Based upon the total number of new college hires made in 2011­2012 academic year, what was the percentage of diversity hires among the total group of new hires?

The section explores the type of training and educational opportunities your organizations provides or offers new professional hires.

1. Which of the following statements best describes the training and development your organization offers new college hires?

43. Special Topic: Training Programs for New Professional During the First 12 M...

We do not offer new hires training beyond an orientation program when they are hired.

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We offer new hires informal training opportunities based on their interests and needs.

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We have a structured training program that all new hires must complete.

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1. How much total time are new hires in training in their first year? You can provide this estimate in terms of hours, days or weeks or months. Please indicate which unit you are using: for example, 24 hours or 6 days.

2. How has the amount of training time changed in the past five years?

3. Please indicate the percent of training delivered through each of these options: the total must not exceed 100%.

4. Compared the amount of time new college hires have with their immediate supervisor for learning and mentoring to five years ago?

5. Please estimate of the average amount budgeted for training new hires during their first year of employment at each of the following degree levels:

44.

On the job

In your organization’s classrooms

Classrooms external to the organization (off­site facilities)

On­line/virtual settings

Bachelors

Masters

MBA

MS: Accounting

A lot less time devoted to training compared to 5 years ago

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A little less time devoted to training compared to 5 years ago

nmlkj

About the same amount of training compared to 5 years ago

nmlkj

A little more time devoted to training compared to 5 years ago

nmlkj

A lot more time devoted to training compared to 5 years ago

nmlkj

New college hires have much less time with their immediate supervisors today than 5 years ago

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New college hires have less time with their immediate supervisors today than 5 years ago

nmlkj

New college hires have about the same amount of time with their immediate supervisors as 5 years ago.

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New college hires have more time with their immediate supervisors today than 5 years ago.

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New college hires have much more time with their immediate supervisors today than 5 years ago.

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6. To what extent are the following modules or topics incorporated into your training program?

7. For what areas are new graduates not well­prepared or trained for which additional training is required?

8. Are these the same gaps your experienced five years ago or are today's gaps different?

Not included in training Touched upon brieflyGiven a moderate amount of

attentionA key component of our

training

General business acumen nmlkj nmlkj nmlkj nmlkj

Communications: interpersonal and intra­organizational

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Technology orientation to equipment and software

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Leadership nmlkj nmlkj nmlkj nmlkj

Skill development for new opportunities

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Ethics and integrity nmlkj nmlkj nmlkj nmlkj

Global understanding/cultural sensitivity

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1. Do you offer tuition assistance to new professionals as they pursue training or further education?

2. When do new hires qualify for tuition assistance?

3. What is the primary reason that your organization offers tuition assistance?

4. What are your organization’s expectations for individuals who receive tuition assistance?

45. Training Programs continued

Yes: available to all young professionals

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Maybe (depends on individual and function)

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No

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Immediately

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After six months of full­time employment

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After 12 months of full­time employment

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At the discretion of individual’s supervisor or management

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Recruiting tool

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Retention strategy

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Career progress

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Training to avoid obsolescence

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No binding payback or required tenure

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Organization expects individual accepting assistance to stay with the organization for a designated period after receiving their degree,

certification, or training

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Payback agreement of employee leaves company within designated period after completion or training or education

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Other (please specify)

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5. Which of the following enrollment options are available to employees pursuing additional degrees? (Check all that apply)

6. How has your organization’s sponsorship of employees pursuing a full­time or part­time (non­executive) MBA changed compared to 2006 and 2007?

7. As you look at your organization’s investment in training and development for new college hires and young professionals, which of the following statements best describes how you are allocating this investment compared to 2006 and 2007.

Much less likely to sponsor employees now

Somewhat less likely nowAmount the same level of

sponsorship Somewhat more likely to

sponsor nowMuch more likely to sponsor

now

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Evenings and weekends (on employees own time)

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Part­time and receiving salary

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Part­time and not receiving salary

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Full­time and receiving salary

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Full­time and not receiving salary

gfedc

Other (please specify)

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Investing much more in internal training programs for young professional staff

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Investing slightly more in internal training programs for professional staff

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Investing about the same in internal and external training

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Investing slightly more in external training programs

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Investing much more in external training programs

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1. Which reasons make internal training options appealing to your organization? Check all that apply.

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Cost savings

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Address specific content gaps

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Can respond quicker to changing needs

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Serves as a retention tool for critical functions

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The questions in this section cover situations where you will be hiring students for short work periods, generally six months or less. This would included volunteer experiences, as well as for pay options.

1. What is the single biggest challenge you face in obtaining the staffing you need for your short­term assignments?

2. Will your organization be changing the number of students you are seeking compared to last year?

47. Short­term Hiring

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Increasing the number of positions

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Same number of positions

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Decreasing the number of positions

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The questions in this section concern your hiring intentions for experienced hires during the coming year.

1. Does your organization expect to change its hiring outlook for experienced talent during the next year?

2. In what areas (specific skills or expertise, discipline or field) are the shortages of experienced talent most acute in your organization?

3. Which of the following reasons are factors in your organization's need for experienced talent at this time? Check all that apply

4. How long has a typical position for which you are seeking experienced talent been open? Please provide response in months

48. Experienced Hire Recruiting

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Will be increasing the number of experienced hires

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Hiring targets will remain the same as last year

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Will be decreasing the number of experienced hires

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Replacements for retiring staff

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Filling positions due to turnover in experienced staff

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Shift in our business focus requires new experienced skills

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Expansion/growth of the organization

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Open positions that have been unfilled because of the economy

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Other (please specify)

5. What resources do you use to promote positions or seek qualified experienced candidates?

6. In seeking experienced talent, do you work closely with alumni/career services offices at colleges and universities?

7. Besides traditional backgrounds associated with the roles in your organization, what degrees, skill sets, and experiences outside of the norm would potentially compliment your current openings in terns of function, culture, and knowledge base?

8. How does your organization ensure all who contribute to the hiring process are able to identify and give consideration to candidates with valuable transferrable skills/experiences?

9. On a scale form 1 to 10, with 10 being the highest, how willing is your organization to modify the job description and workload plan when presented with professional capable of delivering expertise beyond the original plan?

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1 2 3 4 5 6 7 8 9 10

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Large national and international on­line aggregators (Monster, for example)

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Niche on­line aggregators that have access to candidates with specific interests or skills

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Specialty career fairs (IT, for example)

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Career fairs on college campuses

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Listing positions in core university employment system

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Referrals through employees and professional contacts

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Other (please specify)

Yes, alumni networks are an important source for us in obtaining experienced talent

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Yes, but the interactions with campuses are frustrating and results less than expected

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No, not sure how to effectively engage alumni services

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No, too hard to work with institutions period

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10. If your organization is more inclined to adjust job descriptions and workload plans, what factors contribute to the decision to do so?

11. If your organization is less inclined to adjust job descriptions and workload plans, what factors contribute to the decision not to do so and what might encourage change in that area?

12. How have talent constraints impacted your organizations' growth and profitability over the past 12 months? Please check all that apply.

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We have canceled or delayed a key strategic initiative

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We were unable to pursue a market opportunity

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We were not able to innovate effectively

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We couldn't achieve growth forecasts overseas

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We couldn't achieve growth forecasts where we are based

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Our quality standards fell

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Our talent related expenses rose more than expected

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We have not been adversely affected

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Thank you for taking the time to complete our college recruiting survey. We know the questionnaire seemed long but the results will assist many students in making good decisions about how to transition successfully into the workplace in 2013.

49. Thank You