CAMPUS RECRUITING FORUM...Jun 11, 2019 · •An assessment of all aspects of your campus recruitment efforts, resources, and history •Engages as many stakeholders, partners, and

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© 2019 Brainstorm Strategy Group Inc.

PRESENTED BY

CAMPUS RECRUITING FORUMCampus Recruiting Fundamentals

CAMPUS RECRUITING FORUM 2019

CAMPUS RECRUITING FUNDAMENTALS

Graham Donald Brainstorm Strategy Group Inc.

Jill RipperTeradata

Tuesday, June 11, 2019 | Philadelphia, PA


Agenda

1. Welcome & Introductions2. What’s So Different About Campus Recruiting3. Creating Your Strategic Recruitment Plan4. Target School Selection5. Campus Relations & Building Your Presence

LUNCH

6. Employer Branding & Your EVP7. Diversity Recruiting on Campus8. Building Your Business Case9. Optimizing Internship Programs10. Key Takeaways & Closing Discussion

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Introductions



Introduction to Campus Recruiting


What’s different about campus recruiting?

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Campus Recruiting

• Timelines & Cycles• Marketing & branding• Processes• Third-Party Relationships• Audience• Sampling (Co-op, internship, summer)• Costs



Creating Your Strategic Recruitment Plan


Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of

conscious choice, and discipline.

- Jim Collins, Good to Great and the Social Sectors

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What is Strategic Planning?

Strategic Planning is a management tool.



“Planning is bringing the future into the present so you can do something about it now.”

- Alan Lakein



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Strategic planning is a systematic process through which an organization agrees on

– and builds commitment among key stakeholders to –priorities that are essential to its mission and are responsive to the environment.

Strategic planning guides the acquisition and allocation of resources to achieve these priorities.

- Michael Allison & Judy Kaye, Strategic Planning for Nonprofit Organizations, 2nd edition


Strategic Recruitment Plan

Mission

Goal 1

Objective 1

Objective 2

Objective 3

Goal 2 Goal 3 Goal 4


Why recruit students?

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What is your mission?

• To fill seats?• To meet future workforce needs• To invigorate the organization with new energy, creative

thinking, and future leaders• To support the fulfillment of the company’s mission through

the attraction, engagement and retention of our future talent


Defining Your Mission


The Mission Statement

• Purpose– Why do you exist?

• Business– What business are you in?

• Values, Beliefs & Assumptions

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Purpose

• Why does your business unit exist?• What is your focus problem?• What do you hope to achieve?

• Who is your primary customer/client?• Do you have secondary customers/clients?


Purpose Statement Structure

• An infinitive verb that indicates change (to increase, to eliminate, to prevent, etc.)

• Identification of the problem to be addressed, or condition to be changed


Samples: Purpose

• To provide hiring managers the opportunity to hire the best fit talent on campus

• To disrupt our industry by engaging the top college grads in the country

• To recruit the young talent required to achieve our organization’s strategic goals

• To ensure we have the innovative thinking required to fulfill our company’s mission

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What Business are You In?

• Where purpose is the “end” you plan to achieve, business is the “means” to get there

• This may reflect your primary or core programs or efforts in general terms

• Often includes the verb “to provide” or a link to the purpose statement with “by” or “through”


Samples: The Business We Are In

• We do this by communicating our authentic employer brand strengths to the right students

• We do this through attraction, engagement, and recruitment of the right student talent to support our business


Values, Beliefs and Assumptions

• What themes guide your work?

• What do you want all of your team to consider when working with partners, colleagues, candidates?

• What do you want other parts of the business to understand about the way you operate?

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Sample: Mission

Our mission is to actively attract and recruit the young talent required to achieve our organization’s strategic goals.

We do this by reaching our target students on our partner campuses; engaging them with a compelling and authentic

employer brand proposition; and, managing an efficient and respectful hiring process.


Sample: Mission – Beliefs & Values

We believe that our campus recruitment will be most successful when:

– We bring a diversity of people and thinking to the organization– We always consider alternatives outside the “norm” when evaluating

candidates– We focus on the specific needs of our hiring managers and other

stakeholders– We build respectful, long-term relations with our campus partners


Setting Priorities

“If we do not change our direction, we are likely to end up where we are headed.”

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Goals & Objectives

• Goals (4-6)– An outcome statement that defines what an organization is trying to

accomplish with its programs or management functions• i.e. Become the first employer of choice among our target students

• Objectives– A precise, measurable, time-phased result that supports the

achievement of a goal • i.e. Improve our ranking among students by 5 points in the next 3 years


Conduct a campus recruiting audit.

To Set Goals & Objectives


Campus Recruitment Audit

• An assessment of all aspects of your campus recruitment efforts, resources, and history

• Engages as many stakeholders, partners, and supporters as possible

• Determines priorities• Supports innovation

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Campus Recruitment Audit

25-Point Assessment:– Executive level buy-in

– Strategic recruitment plan

– Annual recruitment goals

– Optimal use of co-op/internship programs

– Strategic selection of key schools

– Flawless, consistent, repeatable processes

– Metrics – efficiency measures

– Metrics – effectiveness measures

– Marketing & advertising

– Application systems/processes

– The right people

– Clear and effective EVP

– Etc.


Sample: Goals

1. Clearly communicate our opportunities to the right target students.

2. Improve the way we engage hiring managers in the campus recruiting process.

3. Develop new ways of creating awareness on campus of our business and opportunities.

4. Implement our new ATS and customize it for our unique campus recruitment needs.


Sample: Goal & Objectives

Goal:1. Clearly communicate our opportunities to the right target

students.

Objectives to achieve this goal:1. Clearly define our employer value proposition2. Create the brand communications that will convey our EVP effectively3. Evaluate and review our target campuses4. Determine the right communication channels and evaluate them

annually

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Strategic Recruitment Plan

Mission

Goal 1

Objective 1

Objective 2

Objective 3

Goal 2 Goal 3 Goal 4

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Jill Ripper - Director, Talent Acquisition

TARGET SCHOOL SELECTION

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• How competitive is it to hire the students you’re targeting?• Where are you geographically located?

• How strong is your brand?• How many students do you need to hire?

• Do you have a strong alumni network with particular schools?• What schools did your executives attend?• What type of student are you looking to hire & what level?

• Interns, Co-ops, New Grads• Undergrad, Master’s, PhD

Target School Selection

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Tiering Structure

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Ø Budget, Resources, # of Events, & Anticipated ROI your company expects with each school

4 TIERS:1. Core2. Specialty3. Virtual4. DIY

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How to Define Tiers?

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TIER 1: CORE• These schools embody all of the criteria

• Strong program offerings• Compelling diversity numbers

• Geographic alignment • Supportive historical hiring data

• Core group of alumni who can help strengthen the brand

• Majority of on-campus events & virtual presence

• 60% of your budget

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TIER 2: SPECIALTYüValue-add for specific org or geography

üTargeted events; specific purposeüVirtual recruiting thru job postings & digital interviews

ü25% of your budget

TIER 3: VIRTUALüSupplement talent pipelineüVirtual outreach onlyü10% of your investment / budget

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TIER 4: DIYüAny schoolüDriven by the businessü5% of your budget

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• Determine criteria: weighted values

• Refine list of schools to assess

• Conduct research; collect data

• Calculate scores for each school

• Review results; any schools jump off the page?

• Convert these results into a portfolio & tiering structure

• Create strategy & execute

ScorecardEffective way to assess target schools

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• Historical data

• Alumni / Business input

• Rankings

• Demographics (females, unrepresented groups)

• Pay-to-Play

Criteria Examples

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• Ratio of domestic vs int’l students

• Cultural fit

• Compensation alignment

• Program offerings

• Competition; can your brand be successful?

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• # Students in target programs• Funnel: # applicants vs # offers• Acceptance rates / conversion rates

• ROI – event cost vs # of hires

• Competitors• # diversity hires• Performance ratings • Retention rates

Knowledge is Power - Metrics

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Jill Ripper – Director, Talent Acquisition

BUILDING CAMPUS PRESENCE

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• You can’t just show up for the career fair

• Frequency of campus visits

• Build relationships with:• Students• Student clubs• Career services• Diversity groups• Faculty

Developing Year-Round Relationships

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• Know your objective before visiting campus• Plan in advance, schedule appointments• Spend $ wisely, make the most of time & money• Take swag or snacks/goodies• Find out when classes dismiss, host pop-up events in the hallway• Establish a regular cadence of visits, become predictable; students will be

on the lookout• Be consistent, don’t turnover school POC if you can avoid it• Utilize your alumni

Making the Most of Campus Visits

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• Formal vs. Informal Programs• Building a business case for budget• Assign a PM to manage the program• Measuring the ROI - $ spent vs # hires• Brand swag specific for this program: t-shirts or hoodies• Ambassador pay structure – $ or swag• Host regular calls to provide updates, share best practices• Create application process: not everyone is selected, generate buzz

Campus Ambassador Programs

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TACTICAL• Career fairs, tech talks, info sessions, etc.• Conduct campus interviews• Partner with Career Services

STRATEGIC

• Research & innovation projects• Key faculty partnerships• Scholarships / Endowments• Campus Ambassadors

Tactical vs Strategic

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Become an Employer of

Choice!



Employer Branding& Your EVP

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Talent Attraction in 2 Steps


Talent Attraction

Step 1:Tell an authentic and engaging employer brand story.

Step 2:Attract the right target audience to hear it.


All employers are the same.

(Until proven unique.)

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EVP:Employer Value Proposition

The Foundation of Your Employer Brand


The Employer Value Proposition is the underlying value that an employer offers its employees in

exchange for their performance in the workplace.


The EVP is a truth about the organization that exists regardless of whether it has ever been clearly defined

or communicated.

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Employer Value Proposition

• Why people come. • Why they stay.


EVP

• Don’t assume you know what matters to your employees• Focus on what makes you unique• Be authentic. Discover the stories – the legends – in your

organization: they reveal your true brand• People need to hear things 7 times for it to stick and ring true


What is an Employer Brand?

Employer BrandAn organization’s reputation as an employer

Employer BrandingThe process of promoting an employer as a great place to work

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An employer brand is more than just a great tagline.


Employer branding is the foundation of effective communications

• Consistent messaging• Cohesive look & feel• Reinforce key messages


Why is employer branding important?

• Attracts the best talent• More engaged employees• Improves retention• Directs culture to support strategic priorities• Provides motivation• Creates brand ambassadors

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Effective employer brands

1. Authentic2. Ownable3. Differentiated4. Aspirational5. Memorable6. Relevant


Relevant!


What is the rational, intellectual and/or emotionalneed that you can satisfy better than your

competitors?

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Standing out on campus

• Differentiate your company• Differentiate your employer brand message• Differentiate your stories• Differentiate your story-telling (communication channels)

DIVERSITY & INCLUSION

Jill RipperDirector, Talent Acquisition

HOW DO YOU DEFINE DIVERSITY & INCLUSION?

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HOW ARE THEY DEFINED?

DiversityThe range of human differences, including but not limited to race, ethnicity, gender, gender

identity, sexual orientation, age, social class, physical ability or attributes, religious or ethical values system, national origin, & political beliefs.

InclusionInvolvement & empowerment, where the inherent worth & dignity of all people are

recognized. Promotes & sustains a sense of belonging; values & practices respect for the talents, beliefs, backgrounds, & ways of living.

WHAT DOES THE NEW GEN THINK?

• Diversity is a blending of different backgrounds, experiences, & perspectives within a team• It is described as unique traits to overcome challenges & achieve business goals

• Inclusion is to support a collaborative environment that values open participation from individuals with different ideas & perspectives having a positive impact on business

• Both are critical for innovation• Increases teamwork• Leads to a transparent, communicative, & engaging organization

HOW DOES THIS COMPARE TO PREVIOUS GENS?

• Previous gens view diversity as a representation of fairness & protection to all, regardless of race, sex, gender, religion, or ethnicity.• Inclusion is defined as a business environment that integrates individuals of all

demographics into one workplace• It’s just the right thing to do!

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ROUNDTABLE DISCUSSION

• What student groups do you target on-campus to impact diversity in your org?

• What does your organization do to attract & hire from diverse groups?

• Does your organization participate in diversity-focused national conferences or associations & if so, which ones?

• What is the most creative way your program has attracted diversity candidates?

NEXT STEPS

Who are your key stakeholders?

What 3 things are you going to propose to be implemented?

What is the timeline for execution?



Building Your Campus Recruiting Business Case

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Building your business case

1. Start with why: your strategic intent2. The opportunity: 18 reasons3. Your success stories4. Your strategic campus recruitment plan5. The ask


3 questions to ask your allies

1. Why is college recruitment important for our company?2. What would you change?3. What are your success stories?


Start with “why?”

Develop your plan.

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Why NOT!



2. The Opportunity

18 reasons to hire students and grads

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1 / 1 / 16The first boomers turned 70.


#1 – The demographic shift


• Median age is increasing rapidly• Birth rates continue to drop• “Qualified” graduates are hard to find

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#2 – Shortage of highly qualifiedstudents


#3 – Diversity

Building inclusive work teams


• Students with disabilities• Visible minorities• Indigenous students• LGBTQ• Multi-generational • Gender

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#4 – Competition

Who is doing it better than you?If you don’t get them, who will?


#5 – How we work is changing

Adaptability


#6 – The work we do is changing

Skills for jobs that are yet to be created

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#7 – Fearlessness

Creativity and innovation


#8 – Culture

Grow your own

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#9 – Understanding customers



#10 – Technology

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#11 – Low cost hiring


#12 – Low cost compensation


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#13 – Talent gaps


#14 – Access to the latest research, strategies & tools


#15 – Opportunity to influence curriculum

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#16 – High energy/productivity



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#17 – Leadership potential


#18 – Disrupt the status quo


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Data is dry. Anecdotes are memorable.

Use both.


3. Tell your stories

Remind them of the anecdotal evidence in your own organization


Data + Stories = Influence

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4. Describe your plan

A high-level walk-through of your strategic campus recruitment plan


5. The ask

The resources you require to execute your plan and fulfill your strategic intent


What do you need? (examples)

• Certainty in hiring numbers• Campus ambassador program• Well-trained managers & mentors• Meaningful developmental internships• Support at all levels• Screening of campus reps & partners• Relevant market research• Continuous training & development

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Building your business case

1. Start with why: your strategic intent2. The opportunity: 18 reasons3. Your success stories4. Your strategic campus recruitment plan5. The ask

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Jill Ripper – Director, Talent Acquisition

OPTIMIZING INTERNSHIP PROGRAMS

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• Typically paid by the hour

• Work is closely monitored & evaluated; project based

• Highly structured program; onsite & offsite events

• Most strategic pipeline of full-time talent

• Provides outside-the-classroom work experience that aligns to coursework

• Merges academic, personal development, & career exploration into one

What is an Internship?

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Value Proposition

• Giving back to the community by training the next generation

• Creating a pipeline of future employees

• Marketing / branding of your company to a broad audience

• Diversify your workforce, gain new ideas & trends

• Infuse innovation, creativity, & enthusiasm into the workforce

• “Try before you buy”

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The Basics

• Provide mentoring; each intern should have a manager & mentor

• Project-based work; robust & meaningful, not photocopies & coffee

• Interns should be treated as part of the team; all hands meetings, town halls

• Access to senior leadership; fireside chats, brown bags

• Performance conversations & final evaluation; full-time consideration

• Philanthropic engagement; community involvement

• Executive buy-in; push value prop down into the org

Remember, an internship is a LEARNING experience!©2019 Teradata

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• Assign a point person(s) to oversee the internship program

• Create an event calendar – networking, social, exec engagement

• Confirm budget

• Identify a mission & create goals for the program

• Communications action plan

• Day one orientation; onboarding

• Swag – day one, summer events, back-to-school

Preparation

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Failure to prepare is

preparing to fail

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• Finalize intern hiring – complete hiring process, assign start dates

• Roles & Responsibilities for UR team to execute program

• Align compensation & benefits (wages, intern housing, relo, sick days, etc)

• Confirm processes. . . .HR, Payroll, Benefits, IT, Facilities

• Assign mentors

• Manager / Mentor training pre-Day One

• Intern onboarding guide and/or Day One communications

Execution

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• Think long term, big picture

• Strategic pipeline to full-time hiring; key component of the workforce plan

• Create new grad programs; improves retention, no cliffs

• Structured career pathing

• Consider rotation programs

• Create sense of community among peers; connection to the cause

Optimization

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• Understand the current state; give it time

• Create an internal & external inventory of key stakeholders; need their support

• Control what you can, influence what you cannot

• Set goals / establish priorities / build for the future

• Measure success & continually improve

It’s about the journey, not the destination!

The Journey

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Thank you.Thank you.

©2019 Teradata



Key Takeaways & Next Steps

Documents

CAMPUS RECRUITING FORUM...Jun 11, 2019 · •An assessment of all aspects of your campus recruitment efforts, resources, and history •Engages as many stakeholders, partners, and