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Getting a Return on Investment from Campus Recruiting - Metrics that Matter
- 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. Universum’s 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 world´s most attractive employers
- 5. About today’s 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 • Macy’s • 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 “R’s” 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 B’s
- 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. You’ll 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 you’ll 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 organization’s 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
- 24. Campus recruiting balanced scorecard Q3 24 Goal Q3 Score Q4 Score Q1 Score Q2 Score # campus hires 150 10 # intern hires 200 40 % intern conversion 75% 25% Acceptance rate 50% 40% % accept female 33% 10% % accept minority 33% 10% Hiring Manager Satisfaction 4.0 4.0 Candidate Satisfaction 4.0 4.0
- 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 Let’s 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. Thanks…until next time John Flato Vice President, Advisory Services John.flato@universumglobal.com 36