The document proposes a plan for Zayo to partner with women's clubs at the University of Colorado Boulder to recruit more female employees. The plan involves Zayo representatives speaking to the clubs to encourage members to volunteer as recruiters. The recruiters would be trained by Zayo and incentivized with scholarships to promote Zayo to female peers. Over the course of a semester, the recruiters would seek out qualified women to apply for internships or jobs at Zayo.

1. The following pages
are an overview of our
plan for Zayo to
respond to this
opportunity to gain
more diversity in their
company by recruiting
more female
employees.
Jo Jo Joos, August Ridley, Scott
Gringauz, Andre Freed, and Cai
Huang.

2. 2|
Table of Contents
3 4 7 11 13
page page page page page
15
page page
Introduction Reas0ns TimelineOur Plan Costs
Risks Conclusion
page
18
WorksCited
17
page
20
Contact Information

3. 3|
Introduction
The way we view company
demographics is changing.
Women are
underrepresented in many
industries and it is critical
that they are well
represented for a company
to be truly successful.
This has led the Zayo Group
to look for new recruiting
strategies to encourage
more women to join their
company.
Companies within the
technology industry employ
thousands of people to help
make our tech products run
better, but as this industry has
exploded since the 90’s, a
negative trend has taken
effect. The absence of women
working for technology
companies has become a
pressing issue. Here are some
statistics according to the
Huffington Post that put into
perspective how big the issue
is: Men make up 77% of Cisco
and Intel. Women make up just
30% of Google’s tech jobs, at
Facebook it’s just 15%, and
Twitter has only 10% women.
(Peck, 2015)

4. Our Plan Our simplified solution is
for Zayo to target
women’s clubs at CU
and train group
members to convince
their peers to become
involved with Zayo.

5. Our Plan for Zayo
Our proposal for the challenge at hand is to have the Zayo
Group come to universities near their offices and partner with
clubs specifically orientated with women being successful in
underrepresented fields.These fields include engineering,
computing and business.
We plan to begin this here at CU which is conveniently located next to Zayo’s
corporate headquarters.This partnership will consist of female members of the
Zayo Group speaking to the selected clubs to encourage upperclassmen to help
recruit promising prospects to work for the Zayo Group.The female students who
volunteer will be offered an incentive in the form of a scholarship as well as
donation to their club. Mentoring will be offered and relationships will grow
between current Zayo employees and female upperclassmen.
Once Zayo see’s the results at the end of the semester they can decide if they
would like to implement it in schools all around their company locations,
domestically and abroad.

6. 6|
Prospective Clubs
Prospective Clubs at the
University of Colorado at
Boulder include the Society
ofWomen Engineers,
Women in Business and
Women in Computing.
Reaching out to these clubs
would benefit both affiliated
parties. Partnering with
these clubs exposes
members of the selected club
to the Zayo Group and
recruits women in fields
where they are
underrepresented.
TheWomen in Business Club
has already shown interest
here on campus.
President,Jasjit Mangat says that,
“TheWomen in BusinessClub would love
to partner with companies such as Zayo
in order to expose theWomen in Business
community to more tech related roles in a
startup environment.”(J. Mangat,
PersonalCommunication, November 16,
2015)
Zayo
Women in
Business
Women in
Computing
Society of
Women
Engineers

7. Reasons
for our
plan When coming to this
decision, we researched
various recruiting strategies
and came up with the best
plan specific to Zayo.

8. 8|
Why our plan
would be
successful
Zayo is already on the right path
to recruiting women. In 2004 Intel
made it a priority to recruit more
women and between 2004-2010
they increased its representation
of women by 24%.(Simard &
Gammal, 2012.)
It is important for Zayo to build strong
ties with organizations within
Universities that have a strong
representation of women in
technology, as well as building a
relationship with promising
women.(Cuny & Aspray, 2002)
Hiring these women as representatives
for the company allows these women to
gain scholarship, which is encouraging
women in these fields, also it is providing
a valuable mentoring program to these
young women.
This strategy creates a unique
network of women. An
example of a network
recruiting system was used by
IBM. IBM made an internal
recruiting network in which
women were encouraged to
recruit other women. IBM
estimates that 30% of their
female employees are made
through these
connections.(Simard &
Gammal, 2012).
By making this recruiting network
all female college students it
makes it more attractive and
comfortable to other young
females. It also makes the
recruitment process more
personable.
Allowing these representatives and
potential employees to come in visit
Zayo for a day would be ideal in
recruiting women.
IBM invited applicants from
recruiters to come and visit, meet
employees as well as management.
This attracted over 2,000 potential
employees and in the end 40-50% of
them were offered jobs.(Simard &
Gammal, 2012).

9. 9|
Incentives are Key
Intel has offered employees
up to 4,000 d0llars in
bonuses if they refer good
candidates that will help
them reach their goal.This
gives the recruiters incentive
to want to go out and find
good employees.(Simard &
Gammal, 2012).
By offering these
representatives the
opportunity to gain
scholarship, and money
for their own club it will
encourage them to
recruit women. As well
as presenting Zayo’s
support of women in
these fields.
Intuit: Holding
representatives
accountable
Intuit made it a priority to
recruit more women. Sending
out representatives to recruit
potential employees can often
result in all male slates. Intuit’s
chief technology officer
established clear guidelines of
what type of diverse
candidates they wanted to
recruit.This resulted in Intuit
doubled its number of female
executives in a twelve month
period.(Simard & Gammal,
2012).
It is important for Zayo’s
recruiting director to reach out
to these representatives and
make sure that they are
recruiting women that Zayo
need.

10. 10|
Creating a network that battles
current gender stereotypes
through female networks
One of the biggest issues facing women in
technology careers is isolation due to lack of
other female employees. By having a network
of strong female women in Zayo it will make
young women feel more welcome.
This plan creates peer
support
By hiring college females as
representatives Zayo is creating a
relationship between Zayo and these
representatives as well as a relationship
between these representatives and other
women in these fields.
According to a study done by Clemencia
Cosentino deCohen, a senior researcher at
Mathematica Policy Research, shows that
women are more likely to drop our of
science, tech, engineering, and math
(STEM) majors.(Newlon, 2015)
According to the Curry School of
Education women in STEM majors have a
harder time finding friendship networks.
These networks are vital to the retention
of under represented groups in these
majors. Zayo’s representatives are a
perfect way to let women in these majors
know that there are other women and
companies out there that are supporting
women in these areas. (Cohoon, 2002).
Women don’t like
feeling that they
need the recruiting
process to be
“easier” or “special”
for them.This
process instead
shows off the strong
connection of
women that work in
tech companies
such as Zayo.
Potential employees are
attracted to companies
that share the same
ideals as them.This plan
of having women recruit
women will be proving
that Zayo cares about
the image of women in
this industry. (Cohoon,
2002).

11. Timeline By implementing this
plan for the 2016
semester, Zayo can
begin recruiting women
before the summer of
2016.

12. 12|
Weeks 1-2 During the first two weeks of the semester, a Zayo representative will contact and
meet with the executives of each club to present the proposed recruiting strategy.
Week 3 Upon getting permission to implement the recruiting program, the Zayo
representative will go into every club’s weekly meeting and give the full proposal
to all of the club members. At the end of the proposal, the $250 donation will be
presented and the representative will get the contact information of everyone who
is interested in becoming a recruiter for Zayo.
Week 4 Once all of the volunteers’ contact information has been acquired, Zayo will reach
out to each individual via phone and email to inform them of when they will come
to Zayo for an information session about the program.
Week 5- Week 8 All of the recruiters will come to Zayo to tour the headquarters and to learn how to
promote Zayo to women. By this time, the recruiters will begin seeking out
prospects.
Week 9 Zayo will bring in the recruiters for a follow up meeting to see how things are
going. During the meeting, Zayo will ask for feedback as to how women are
reacting to the program and will remind the recruiters of their incentive to
successfully recruit.
Week 9- Week 15 The recruiters will go back to seeking out qualified women to apply for either an
internship or job at the Zayo Group.
Final week of
school semester
The Zayo representative will invite all participating clubs and their members for a
reception where Zayo will give their thanks for the hard work put into helping
recruit more women. In addition, Zayo will award the scholarships to each recruiter
as well as present a check showing the total amount of money being donated to
each club.

13. Costs
We have estimated the costs of Zayo
implementing this strategy in five
different schools.

14. 14|
Associated Costs
of our plan
Flash forward a year from now and
Zayo will have implemented this
recruiting strategy at 5 colleges
within Colorado, resulting in a long
term cost of $18,750 in total costs.
In addition to the money Zayo will
have to invest, Zayo will also have
the cost of time in order to make
sure the program runs smoothly.
Zayo’s return on investment should
far outweigh the costs.
Given the opportunity to employ
more women in the tech industry,
Zayo will find itself ahead of the
game and will take a stride
towards a more diverse
atmosphere.
A successfully recruited woman will
have either applied for a job or
internship and gone through at
least one round of interviews. For
each successful recruit, their
recruiter will receive a $100
scholarship and a donation of $50
will be given to the club that the
recruiter is affiliated with.
Under this plan, Zayo’s goal will be
to achieve 20 successful recruits
per school. Assuming this goal is
reached and that all three clubs are
on board with this proposal, Zayo
can expect to invest $750 in initial
donations, $2000 in scholarships,
and $1000 in additional donations
to the clubs. All together the total
cost per school will be roughly
$3750.
$3,750CU $11,250
+Mines
and
CSU
$18,7505
schools
The initial donation of $250 will be
presented to the clubs that allow the
Zayo representative to inform all
recruiters about Zayo and to train them
on how to properly recruit women.

15. Potential
Risks
These are some risks
associated with this
course of action.We
have a solution to each
of these potential
risks.

16. 16|
Potential Risks
And Solutions
Effect
The First risk is the possibility that the
project may not work effectively.This
means maybe few women will
become representatives, and the
representatives could not recruit
many candidates.
To deal with this risk, we will need to
branch out to other student groups
until we have a sufficient number of
representatives. As well as monitor
the representatives to ensure they are
recruiting a diverse set of women.
Cost
The cost risk is because of a timing risk
and funding risk.That means the
project could take a full semester at
least in order to see the results.
Besides timing cost, Zayo also have to
pay the essential donation to the
student organizations which they
collaborate with.
To deal with the time risk, we will
have monthly report of our recruiting
project to see how it works in a period
time, so that we can adjust our project
on time.
As for the funding risk, the essential
donations to student organizations
are actually not very big amount of
money.The further rewards come with
conditions. Zayo will get the results
first then pay the rewards to both
student representatives and the
organizations.That means the
funding risk can be controlled in very
low rate.
Authenticity
The authenticity of recruiting results
will be another significant risk.There is
a possibility that some representatives
may use others’ profiles to submit
faking job applications for rewards.
To deal with this risk, Zayo needs to
verify every job applicant before it pay
the reward to student representatives.
The verifying process will be a
recruiting interview which hold by
Zayo’s recruiting department.
Effect
Time and Fund
Authenticity

17. 17|
Conclusion Our plan is that these women
representatives are the best way to
attract talent to Zayo.The initial
training and recruitment that Zayo
will do is an important part of the
process but what will be the key
deciding factor is how the newly
trained and informed female college
students perform in convincing their
peers to come and join Zayo.We
believe that with the right training,
our plan will be a success and Zayo
will become a model company of the
tech industry and show the world
that they care about diversity just
as much as they do about their
technology.
Another factor that we discussed
is addressing the issue before
females enter their collegiate
years. Encouraging their interest
in technology is important and
Zayo needs to keep contributing
to organizations such as Girls
Who Code andWomen inTech. In
order to help influence younger
females to want to work in tech
fields.

18. 18|
Works Cited
Burger, C. J., Creamer, E. G., & Meszaros, P. S. (Eds.). (2007). Reconfiguring the firewall: Recruiting women to information
technology across cultures and continents. CRC Press.
Cohoon, J.M. (2002). Recruiting and retaining women in undergraduate computing majors. ACM SIGCSE Bulletin, 34(2), 48-52.
Cuny, J., & Aspray, W. (2002). Recruitment and retention of women graduate students in computer science and engineering:
results of a workshop organized by the computing research association. ACM SIGCSE Bulletin, 34(2), 168-174.
Emily, Peck. (2015). The stats on women in tech are actually getting worse. The Huffington Post. Retrieved from, http://
www.huffingtonpost.com/2015/03/27/women-in-tech_n_6955940.html
Hill, C., Corbett, C., & St Rose, A. (2010). Why so few? Women in Science, Technology, Engineering, and Mathematics. American
Association of University Women. 1111Sixteenth Street NW, Washington, DC 20036.
Klawe, M., Whitney, T., & Simard, C. (2009). Women in computing---take 2. Communications of the ACM, 52(2), 68-76.
Marsden, P. V., & Gorman, E. H. (2001). Social networking, job changes, and recruitment. In Sourcebook of labor markets (pp.
467-502). Springer US.
Newlon, Cara. (2015). College STEM majors opting out for other degrees. USA Today. Retrieved from, http://www.usatoday.com/
story/news/nation/2013/09/19/stem-majors-opting-for-other-degrees/2828219/

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Works Cited Continued
Simard, C., & Gammal, D. L. (2012). Solutions to recruit technical women. Anita Borg Institute Solutions Series, Anita Borg
Institute for Women and Technology.
Todd, K., Mardis, L., & Wyatt, P. (2005, November). We’ve come a long way, baby!: but where are women and technology are
concerned, have we really?. In Proceedings of the 33rd annual ACM SIGUCCS conference on user
services. ACM.

20. 20|
Contact Information
Scott Gringauz- scott.gringauz@colorado.edu
JoJoJoos- josseline.joos@colorado.edu
Andre Freed- andrecfreed@gmail.com
Cai Huang- cai.huang@colorado.edu
August Ridley- august.ridley@colorado.edu