John Flato, July 2015 Getting a Return on Investment from Campus Recruiting: Metrics that Matter
Transcript
1. John Flato, July 2015 Getting a Return on Investment from
Campus Recruiting: Metrics that Matter
2. 2 About Universum With over 25 years of experience
researching the field of Employer Branding, Universum is a
recognized world leader with tried and tested frameworks. Universum
annually conducts quantitative and qualitative research with over
1,000,000 talented individuals to gather insights into their career
preferences, communication habits, and their perception of
potential employers. For our clients around the world, Universum is
a trusted partner providing solutions and services to develop,
improve, and implement tailored Employer Branding strategies.
Universum is the thought leader in Employer Branding, with local
experts in research, consulting, and communication solutions,
offering high- quality insights. Universums unique global reach
ensures the comparability of research results across markets. We
partner with approximately 2,000 of the top academic institutions
in the world. Universum employs smart, friendly, and professional
experts and consultants, who work with our clients in long-term
partnerships. EVERY YEAR 1,000,000
3. 1 million students across 50 countries share their career
preferences in the Universum Talent Survey 3 SingaporeJapan
ThailandMalaysia Vietnam ASIA/PACIFIC Chin a Australi a IndiaHong
Kong IndonesiaUSA Argentina Chile Peru AMERICAS MexicoCanadaBrazil
Cost Rica Panama Columbi a Ghana Nigeria South Africa AFRICA Kenya
AlgeriaMorocco Austria Germany Switzerland
SwedenNorwayFinlandDenmark Russia Italy France UKSpainPoland
Holland IrelandBelgiumUkraine Czech Republic Greece Portugal
PakistanKazakhstan EUROPE Turkey
4. 4 Sample Client List Some of the worlds most attractive
employers
5. About todays speaker: John Flato, Campus Recruiting Veteran
5 John Flato, Vice President of Advisory Services has more than
twenty years experience managing the corporate campus recruiting
function, running a career services department, and consulting with
more than sixty clients on all facets of university recruiting.
CORPORATE LEADERSHIP: AlliedSignal (Now Honeywell), CIGNA, and
Ernst & Young/Capgemini UNIVERSITY: Georgetown MBA Career
Services Director; Johns Hopkins U faculty CONSULTING FOR 9+ YEARS
With Universum, Vault and own Business NUMEROUS SPEAKING
ENGAGEMENTS AND AWARDS from NACE and EMA Projects Delivered
Strategy design and implementation Global school selection Custom
surveys Training, documentation, outsourcing and more Agilent
AT&T BASF BP Campbell Soup Cisco Dell Deloitte GE IBM IFF
J&J Macys Medtronic Merck RBS Schlumberger Shell Tyco
International Walmart Selection of more than 60 clients across all
industries
6. Agenda 6 Justification for the Campus Recruiting Program
Metrics that Matter: What, When, How 1 2
7. The 7 Rs of campus recruiting 7 Rigor Calendar (forecast of
goals, schedules on campus and internally) Weeding out (schools,
recruiters, costs, supervisors) Return on Investment Tracking the
appropriate metrics and costs Robustness Campus Team, Executive
involvement Relationships Faculty, administration, clubs Reporting
Routinely Various levels of management Rewards Cash, performance
ratings, stretch assignments Recognition With CEO, intranet, gifts
Radically change your program
8. Does your culture have a philosophy for acquiring talent? 1
2 3 Buy Borrow Build 8 Three predominant models when it comes to
acquiring talent: Three Bs
9. Reasons to establish, or upgrade a university recruiting
program Growth Turnover Pending retirements New technologies and
skillsets are needed Build from within reputation Cost reduction
Diversity Improvement Intern programs No former company cultures
The pillars for a campus recruiting program 9
10. Youll need to determine What you are investing Where your
investment will come from To best understand ROI: Financial
resources 10 Human Capital From which departments? Beware of the
Golden Rule
11. Where youll obtain the resources for your investment
Financial resources 11 Corporate headquarters Business unit or
Function Foundation or Philanthropy Office Diversity &
Inclusion Public Affairs or Communications Corporate Research
12. Corporate/Headquarters Manage and create relationships at
key schools, Executives, coordinators, event planners, training
programs Business unit or Function Executives, recruiters,
interviewers, event planners, coordinators, marketers, campus team
volunteers, supervisors of new grads and interns, trainers Others
Career fair attendees, social media practitioners, corporate
branding professionals, corporate philanthropy 12 Human
Capital
13. Metrics that Matter: What can or should be tracked? 13
14. Validates your campus recruiting program 3 UR should be
managed like a business 1 2 Builds a case for changes or additions
to your program WHY USE METRICS? 14 Banks and Consulting Firms
analyze everything
15. Metrics should Metrics should tell a story. Not just for
data, but for analysis. 15 Measure what actually matters Aligned
with organizations changing goals (diversity, new technologies,
etc.) Influence decision makers with facts Continuously evolve
Revisit annually to improve performance
16. The Basics 16 Funnel statistics Offer/Accept Ratio Intern
conversion rates Diversity statistics % from your key schools % to
your hiring plan
17. What to include in funnel statistics 17 Represent the
number of recruits in your pipeline at each stage of the recruiting
process # of Applicants # of First Round Interviews # of Second
Round Interviews # of Offers Extended # of Hires
18. Sample presentation of funnel statistics 18 100 88 50 47 25
20 15 10 0 20 40 60 80 100 120 Number of Students in ATS Number of
Students Who Applied Number Invited to First-Round Interviews
Number of First-Round On- Campus Interviews Number Invited to
Second- Round Interviews Number of Second-Round Interviews
Conducted Number of Offers Extended Number of Acceptances
19. Reporting on Those You Hired 19
20. Example of a monthly report 20 Undergraduate report
Business Unit/Function Goal Hires to Date % of Goal Female %
Minority % Targeted School % GPA Former intern % Program or
Function A Program or Function B Program or Function C Research
Labs Finance HR Supply Chain
21. Example of a monthly hiring chart with YoY data 21 2015 Oct
Nov Dec Jan Feb Mar Apr May Jun Jul Program A 18 28 37 69 105 143
182 187 211 229 Program B 4 6 19 22 35 48 62 89 89 89 Fin 0 2 5 13
13 13 13 13 13 13 S/C 0 1 5 7 7 7 7 7 8 8 Total 22 37 66 111 160
211 264 296 321 339 % of Goal of 300 7% 12% 22% 37% 53% 70% 88% 99%
107% 113% 2016 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Program A 20
20 30 47 53 79 102 141 141 149 Program B 5 8 12 39 40 42 42 43 43
44 Fin 4 6 9 12 12 12 12 12 12 12 S/C 3 4 5 7 8 8 8 8 8 8 Total 32
38 56 105 113 141 164 204 204 213 % of Goal Of 250 13% 15% 22% 42%
45% 56% 66% 82% 82% 85%
22. 25% 21% 20% 18% 16% Computer Science Finance Electrical
Engineering Supply Chain 24% 76% Female Male Gender 38% 62%
Graduate Undergrad Grad v. Undergrad 17% 83% Minority Non-Minority
Underrepresented Minorities Breakdown of Acceptors 22 % from
Targeted Universities 40% 60% Targeted Universities Non-targeted
Universities Major
23. Sample intern conversions 23 100 56 33 32 40 34 0 10 20 30
40 50 60 70 80 90 100 Interns Eligible for Recruitment Received
Full- Time Offer Accepted Full- Time Offer Received 2nd- Year Offer
Accepted 2nd- Year Offer
25. Key school analysis Recruiter effectiveness Quality of hire
Cost per hire Where will you prioritize your time? Staff and
Volunteers Short term feedback Promotions; salary progression
Hiring manager feedback Retention, Performance reviews
Pre-employment testing Club presidents Cost savings and spending 25
ANALYZING YOUR METRICS Type of hire and success on the job Degree,
major, race, gender
26. Polling Question #1 26 Do you measure your cost per hire
for new graduate hires? a. Yes. b. No. c. We would consider
it.
27. Performance ratings Salary progression Promotions Retention
Hiring Managers Test scores Activities/Leadership College/
University ratings Gender Ethnicity Degree Levels QUALITY OF HIRE
27 Dissect at every level Quality Measures
28. Polling Question #2 28 Do you measure quality of hire? a.
Yes. b. No. c. We would consider it.
29. EXTERNAL DATA TO ACQUIRE 1 2 3 Key competitors at each of
your schools Salaries within your industry Best practices by other
companies 29
30. ADVANCED LEVEL ANALYSIS 30 Regression Analysis to Measure
Performance Factors LDP or Rotational Program graduates Is it worth
retaining the program? Recruiter Effectiveness Type of Hire by
Major or Degree Level-QOH Interns vs. those hired from a Recruiting
Schedule
31. What do you do with the data? 31
32. USE THE DATA TO YOUR ADVANTAGE 1 2 3 4 5 Predictive
measures of performance, promotions, and retention School selection
Change your processes Modify your spend Analyze your sourcing
channels 32
33. Staffing leaders HR business partners Business unit leaders
Senior management Who do you need to involve and share these
metrics with? Effectively report metrics to executives 33
34. Progress toward goal Diversity statistics GPA % from key
schools Balanced Scorecard Reports and presentations to management
34 Annual report on all facets Costs School yield analysis Channels
(print, S/M, electronic) Weekly/ Monthly/ Semi-Annually
Annually
35. 35 Lets recap To obtain the ROI and manage a successful
campus recruiting effort, you must: Establish the
foundation/pillars for creating an campus recruiting program Ensure
enterprise recognition that there are financial and human resource
commitments Train all employees who will be involved in the program
Establish a consistent and meaningful employer brand Track your
progress on those topics that are most meaningful to the
company/organization Analyze the results, and act upon them
accordingly
36. Thanksuntil next time John Flato Vice President, Advisory
Services [email protected] 36