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Products & Services Human Resources Recruitment and Retention

Program Management, Organization and Technology in University Recruiting

DB Image

ID: 4852


Features:

Metrics, Graphics, Detailed Process Map


Pages/Slides: 37


Published: Pre-2014


Delivery Format: Online PDF Document


 

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"Program Management, Organization and Technology in University Recruiting"


Study Overview


The business of recruiting university students and new graduates is highly competitive today, especially in technology industries that rely on this talent pool to refresh the workforce with vital new knowledge and skills. Recently, technology has changed the playing field. Some firms are moving away from traditional recruiting methods in favor of electronic recruiting, while others are adding integrated applicant tracking systems and candidate databases. In this environment, staffing executives who are responsible for university hiring need to understand their positions relative to other companies through comparing performance metrics, processes and best practices.

Key Topics


This document includes benchmark metrics and best practice descriptions that companies can use to measure their performance in such areas as:
Program Structure and Organization

  • Average Staffing Levels
  • Rankings of Activity and Event Effectiveness
  • Type and Volume of Events Attended
  • Budget per 1,000 Employees Supported
  • Recruiting Initiatives
  • Outsourcing Trends
  • Technology Innovation and Impact
  • Program Effectiveness Metrics

Sample Best Practices


Centralize university recruiting management to cut costs, spur cooperation and enhance corporate
image.
*One program that was traditionally decentralized, successfully adopted a hybrid model to reap the benefits of centralized management while retaining divisional recruiters to serve the needs of
specific business lines.
Attend career fairs to generate goodwill but also invest in alternative, targeted recruiting activities to tap into larger pools of qualified applicants.
*One company attends career fairs at all its target universities, but finds them relatively ineffective.
To get more out of these trips, the company holds information sessions at the fairs and then stays to conduct screening interviews the day after.
Hold special events and build relationships during the off-season to maximize recruiting resources
the rest of the year.
*To boost intern conversion rates, two managers at one company hold company intern events at the end of each summer. The purpose of the events is to convert successful interns to full-time
hires through early commitment before the fall recruiting season begins.

Methodology

Originating from a Best Practices, LLC consulting project, this document was based on a survey of 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; Manufacturing; Financial Services; Insurance; Utilities; Technology; Biotech; Pharmaceutical; Telecommunications; Aerospace; Medical Device; Health Care; Professional Services; Chemical; Cable; Media; Automobile; Banking; Consumer Products; Energy; Computer Hardware; Computers; Computer Software; Defense; Research; Multiple


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

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