Student Recruitment 101 – From New Process to Best Practice Brian Sinclair, Head of Student Recruitment, Cognizant

1. STUDENT
RECRUITMENT 101
F R O M N E W P R O C E S S T O B E S T P R A C T I C E
B R I A N S I N C L A I R
2 7 A P R I L 2 0 1 7
t a l e n t l e a d e r s c o n n e c t

2. 23 YEARS OF WORK EXPERIENCE
…HALF OF WHICH HAVE BEEN IN RECRUITMENT
Cognizant, 3
EY, 39
McLaren, 5
Capgemini, 59
Accenture, 18
BT, 27
HSBC, 18
ASDA, 4
Mondial, 3
Irish Embassy,
London, 60
DFA (Ireland) -
Clerical Officer,
18 Retail, 24
Roles in Months
Customer
Service
18%
Civil Service
28%
Process
Improvement
4%
Recruitment
50%
Role Types in Months
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

3. CONTENTS
• A series of slides to help you position Student Recruitment
with your Stakeholders
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

4. DEFINING A ‘STUDENT HIRE’
MANAGING STAKEHOLDER EXPECTATIONS
• A Student Hire is a high potential individual with limited work
experienced, who, after completing robust selection process, will be
deemed eligible to join a progressive, challenging yet engaging 18-
24 month training programme to enable them to fully achieve their
potential and the company to achieve a return on their recruitment
investment.
• It is not just someone with a recent qualification who is doing a role in
the company.
Brian Sinclair - @brisinco
I hire talent. If you want muppets, call Jim Henson
t a l e n t l e a d e r s c o n n e c t

5. FORECAST REQUIREMENTS CALCULATOR
HOW TO WORK OUT THE RESOURCES REQUIRED
• Work backwards from target hire number
• Apply conversion rates between stages
• Define resource requirements for each stage
• Target hires x Conversion Rates x Resource per stage
1
2 Hours Interviewing
5 Hrs Assessing
5 Hours
Interviewing
Business
Requirements
40%
pass
30
Applications
13 at
Test
5 at First
Interview
2 at
Assessmen
t
40%
pass
40%
pass
50%
pass
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

6. TECHNICAL VS BUSINESS REQUIREMENTS
WHAT SORT OF GRADUATES DO YOU WANT?
How do your ‘Technology’
roles compare to some
standard Technology roles in
terms of:
Technology
Vs. Business/consulting
skills or degree required?
Technology
Business/ConsultingBusiness/Consulting
Low High
Business Analyst
Developer
IT Project Manager
Manual Tester
Automation Tester
Systems Administrator
Systems Architect
High
Do you want the ‘Grads in Tech’ or the ‘Tech in the Grads’?
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

7. ANNUAL RECRUITMENT CYCLE
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

8. RECRUITMENT PLANNING
ONE PAGE OVERVIEW OF CAMPAIGN
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

9. CALENDAR OF ACTIVITY
HIGH LEVEL SUMMARY OF ANNUAL ACTIVITY
Jan
• Target hires review
• Budget Sign-off
Feb
• Feb Campaign – targeting
active job seekers on
Campus
Mar
• Ongoing Social Media
Campaign
Apr
• Easter campaign
May
• Student Induction
Jun
• Ongoing Social Media
Campaign
• Sept Campaign planning
Jul
• Ongoing Social Media
Campaign
• Top up Sept intake
Aug
• Ongoing Social Media
Campaign
• Fill Sept intake
• Prep for Sept Induction
Sept
• Student Induction
• 2017/18 Campaign
Launch
Oct
• Milkround
• Multiple Campus Events
• Careers Fairs
Nov
• Presentations/skills
session on campus
Dec
• Uni Christmas Holidays
• Feb Campaign Planning
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

10. CANDIDATE VIEWPOINT
AMBITIOUS CANDIDATES WILL ONLY JOIN SUCCESSFUL COMPANIES
Candidate entry point
Candidate’s
perception of
company’s
trajectory
Candidate’s
perception of
career
trajectory
Plateauing No career progress
Will apply
Will not
apply
Will not
apply
Company’s success = Career success
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

11. MARKETING FRAMEWORK
HOW TO ENGAGE WITH STUDENTS
About your Company
Culture, Values, USPs
Dept 1 Dept 2
Dept
3
Consulting Digital Specialist
Profile
Top level key
messages
Dept/BU info
Prog/Stream
Info
Employee Info
Detailed role
description
Key sponsors
/leads
Enquiryentrypoint
Profile Profile
All content aligned yet differentiated.
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

12. UNIVERSITY LEAGUE TABLE
A MORE DATA DRIVEN APPROACH
University
Average
Offers
Rank on
Campus
Average Uni
Ranking
Social
Mobility
% Female
Students
Local
need
FVA
Total
(out of 100)
Rank
Uni 1
Data collected from various sources – internal & external
Data weighted & scored out of 100
Rankings updated each time a new set of data is released
Rolling view of performance
3
Uni 2 1
Uni 3 5
Uni 4 4
Uni 5 6
Uni 6 8
Uni 7 10
Uni 8 7
Uni 9 2
Uni 10 9
Is where you’ve always gone where you should always go?
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

13. ENGAGEMENT ON SCHOOLS/CAMPUS
FOUR TYPES OF SESSIONS
Traditional
Delivered by SMEs from within
Company to target audiences
Expected
Fairs/Presentations
Mock Interviews
Passing a Selection Process
On-going
Online chats
Recruiter Webinars
Unique
Communication
Team Working
Leadership
Company/Role Specific
Delivered by Experts from within the
Business
Delivered by Recruitment/Graduates
Open to all on-line via websiteDelivered by Recruitment Team
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

14. STUDENT APPLICATION FLOW CHART
HOW ARE APPLICATIONS RECEIVED AND PROCESSED
CV/App
Screen
First
Interview
AC Offer
Rejected
Sourced
Schools/ Campus
activity
Advertising/
Marketing
Target
Schools/
Universities
Social Media
Job Boards/
Press
Apply Pass Pass
Fail
Fail
Decline
Interns
Fail
Pass
Start
Accept
Stages owned
by Student
Recruitment
BU Engagement
required
Generic
activity
Brian Sinclair - @brisinco
Final
Interview
Pass
t a l e n t l e a d e r s c o n n e c t

15. CANDIDATE ENGAGEMENT
WHERE TO SPEND TIME/MONEY
Application Process OfferAttraction Start
Rejected
70%
When trying to
encourage them
to apply
10%
After they’ve
applied but not
yet offered or
rejected
20%
After they’ve
been offered
0%
After they’ve
joined?
X%?
After they’ve
been rejected?
Brian Sinclair - @brisinco
Candidate Maintenance
t a l e n t l e a d e r s c o n n e c t

16. THE WEEKLY RECRUITMENT DASHBOARD
HOW TO BUILD AND USE
The ‘Raw’
data
The Analysis
The
Dashboard
Brian Sinclair - @brisinco
Don’t just present
the Data; PRESENT
the data.
Draw your
conclusions for
them
Even if you data is
bad, if it’s right
that’s good.
t a l e n t l e a d e r s c o n n e c t

17. COST PER HIRE (CPH)
WORKING OUT THE TRUE COST
Variable Costs
The costs that vary
based on the success of
your campaign.
E.g. candidate expenses,
additional marketing
Scalable Costs
The costs directly linked
to the number of hires.
E.g. Induction, training,
Prof Quals
Number of
Hires
Fixed Costs
The costs that don’t
vary whether you hire 1
or 100 graduates.
E.g. Team salary
Cost Per
Hire
t a l e n t l e a d e r s c o n n e c t

18. CAREER RESPONSIBILITY OVER TIME
TRANSFER OF RESPONSIBILITY FROM COMPANY TO EMPLOYEE
• Over time, responsibility for career direction should transfer from the company to the
Graduate.
• Will also be an element of unpredictability due to changes in client or project
requirements, etc.
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

19. STAKEHOLDER ENGAGEMENT SUMMARY
KEY AREAS OF INVOLVEMENT
Attraction Engagement Selection
• Target numbers
• Job Description
• Web content
• Programme content
• Campus
Activities
• SMEs
• Guest Lectures
• Talent Spotting
• Assessment
Centres
• Final Interviews
• Hiring decisions
Post offer
• Continued
engagement
• Onboarding
• Induction
• Programme
delivery
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

20. STRATEGIC RECRUITMENT MANAGEMENT
4 ELEMENTS OF SUCCESSFUL DELIVERY
Stakeholder
Engagement
• Account Management
Approach
• Identify key priorities
• Understand business
drivers
Team Motivation
• Delivery Focused
• Clear goals & priorities
• Enablement
Management
Information
• Right Data at the right
time in the right way
• Proactively manage,
not just passively track
Candidate
Management
• Clear Expectations
• Application Appreciation
• Engagement
• CRM
All four interlinked,
interdependent &
equally important to
ensure successful
internal & external
delivery
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t

21. THANK YOU
• @brisinco
• https://www.linkedin.com/in/basinclair/
• brian.sinclair@cognizant.com
• 07464 653 390
Brian Sinclair - @brisinco
t a l e n t l e a d e r s c o n n e c t