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Products & Services Human Resources Recruitment and Retention

Hiring Top Talent in University Recruiting

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ID: 4851


Features:

Metrics, Graphics


Pages/Slides: 12


Published: Pre-2014


Delivery Format: Online PDF Document


 

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"Hiring Top Talent in University Recruiting"


Study Overview


As the baby boomer generation retires and technology and the marketplace change, new talent is required to keep companies competitive. College campuses are a vital source of essential talent, and university recruiting organizations are the agents who drive the best and brightest new graduates into the talent pool. Companies that have successful recruitment programs must generate large pools of qualified applicants and implement effective screening and selection processes that prevent good candidates from slipping through the cracks. This document will be helpful to executives when strategizing on how to build their talent pools and then screen and select candidates.

Key Topics

  • Building the Talent Pool
  • Candidate Screening and Selection
  • Intern and Co-Op Programs

Sample Best Practices


Recycle qualified candidates who aren’t hired in first job interviews back into the talent pool to make them available to other managers and divisions instead of restocking the pool from scratch.
*If successful first round candidates are not hired after a second round interview, the applications “go back to central recruiting for referral to another division,” said an interviewed manager.
Leverage interns and co-ops to fill the entry-level jobs pipeline.
*An internship program at a large financial services company creates “a very effective pipeline—about 50 percent of the ultimate class,” according to the vice president who oversees university recruiting.
Maintain relationships with students throughout their internships and beyond to build a network of top future recruiters from the line.
*One company takes recent graduates to career fairs and uses recent interns who have returned to school to assist in on-campus recruiting events.

Methodology


Originating from a Best Practices, LLC consulting project, this document was based on a survey of 80 university recruiting executives at 79 companies across a wide range of industries, as well as in-depth interviews with nine of the survey participants.


Industries Profiled:
High Tech; Computer Hardware; Computers; Automobile; Financial Services; Manufacturing; Aerospace; Banking; Pharmaceutical; Computer Software; Medical Device; Technology; Health Care; Insurance; Electronics; Consumer Products; Biotech; Defense; Energy; Research; Telecommunications; Chemical; Utilities; Media; Multiple; Professional Services; Cable


Companies Profiled:
Agilent Technologies; Hewlett-Packard; DaimlerChrysler; First Data Corporation; American Express; Honeywell; Boeing; Georgia-Pacific; CNH Global; Pratt & Whitney; DuPont Pharmaceuticals; Intuit; Buckeye Technologies; Johnson & Johnson; Bank of America; John Hancock; Jet Propulsion Laboratory; KLA Tencor; Eastman Kodak; Kohler Company; Amgen; Lockheed Martin; Ernst & Young; Los Alamos National Laboratories; BCE; Lucent Technologies; Entergy; MassMutual; Constellation Commodities; Merck; ExxonMobil; Nationwide Insurance; AIG; NCR; Experian; Nestle; Avaya; New York Life; Goldman; Pfizer; Sachs; Principal Life; Blue Cross Blue Shield- Florida; QUALCOMM; Fidelity Investments; Red Hat; Dassault Systemes; Respironics; Blue Cross and Blue Shield of North Carolina; Rockwell Collins; BAE Systems; Sanofi-aventis; American Electric Power; SAS Institute; Greer Laboratories; Textron Inc.; Black & Veatch; The Thomson Corporation; Baxter International; Trane; Hach; UNISYS; Bell Helicopter; Valero Energy Corporation; Hamilton Sundstrand (UTC); WPS Resources; Malcolm Pirnie; Capital One; Robert Bosch; Caterpillar; Shure; Inc.; CITGO; St. Paul Travelers; The Dow Chemical Company; Concentrix Corporation; The Solae Co.; Cox Communications; Williams

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