1.
Innovative Recruiting
Strategies for Higher
Education:
Clemson University’s
Hiring Success Story

2.
Agenda
• Research and Trends
• Clemson’s Story
• Goal:
Why do we need to change
• Challenges:
What is keeping us from our goal
• Solutions:
Technology and social networking solutions
• Results:
Documented accomplishments
• Q & A

3.
Research And Trends

4.
Talent Analytics
Are you using data well?
Most companies don’t use data well
Recruiting leaders need to strengthen their
talent analytics capabilities to stay ahead
53%
43%
39%
32%
30%
29%
25%
21%
18%
17%
17%
16%
15%
13%
12%
12%
9%
9%
9%
India
MENA
Southeast Asia
Brazil
Mexico
United States
South Africa
Canada
China
Spain
United Kingdom
Italy
Hong Kong
Australia
Netherlands
Belgium
France
Nordics
Germany
24%
Global
Average
Source:2015GlobalRecruitingTrends,LI

5.
Talent Analytics
Are you using data well?
Only a quarter of global recruiting
leaders believe they are using
data very well in their roles
Global companies use data
primarily for strategic workforce
planning
57%
54%
45%
42%
Long-term workforce
planning
Leadership development,
succession planning
Urgent need for a specific
type of talent
Internal
mobility
Using
data well
Not using
data well
Source:2015GlobalRecruitingTrends,LI

6.
Top Sources Of Quality
Hires Have Shifted
40%
30%
20%
2011 2012 2012 2014
Social professional networks
+73% over 4 years
Employee referral programs
Internet job boards
RPO’s/staffing
Internal hires
Company career website
Social professional networks
Source:2015GlobalRecruitingTrends,LI

7.
Clemson’s Story

8.
• Public research university, founded in 1889, Clemson, South
Carolina
• Over 16,000 undergraduate and 4,200 graduate students
representing more than 80 majors
• An independent, non-profit institution, Clemson is accredited by the
Southern Association of Colleges and Schools Commission on
Colleges (SACSCOC)
• Ranked No. 21 national public university by U.S. News & World
Report
• Ranked No. 7 in student ROI by Smart Money and ranked one of the
highest in retention and graduation rates

9.
THE GOALS

10.
Clemson University is ranked
No. 21 among national public
universities.
The first-rate faculty and staff
recruited by the university
are key to continuing to build
Clemson’s stellar brand.

11.
2020 Forward Roadmap
• Recruit, Retain, and Reward Top Talent
• Lean analysis of entire hiring process to provide a better candidate experience
• Increase accuracy and efficiency
• Improved, faster hiring process
• Minimize bad hires
• Aggressive Recruiting
• Passive candidate sourcing
• Focus on diversity
• Increase focus on research
• Improved evaluation of Top Talent
• Search committee training
• Improve search processes
• Job and skill specific interview questions
• Reference checks
• Skill assessments

12.
THE CHALLENGES

13.
Challenges Facing Clemson
• Long Hiring Process
• Under Informed Search
Committees
• Compliance Concerns
• Sourcing Passive Candidates

14.
THE SOLUTIONS

15.
Long Hiring Process:
Lean Analysis
LEAN
Staff Hiring Process: Future State

16.
Online Hiring Process

17.
Lean Results For
Hiring Process
Process Review
HUMAN RESOURCES
Type of change Old New
Process type Electronic and paper Electronic
Steps within process
(overall)
37 19
Approvals (pre-hire) 11 4-7
Process time (pre-hire) 12 days 2-5 days
Visibility of process Limited Work list
Lead time (total) 13 weeks 3-5 weeks

18.
Implement A New
Hiring Process
Candidat
e
applies
Phone
screen
Pre-
Hire360®
assessm
ent
Hiring
manager
interview(
s)
Job offer
extended
Hiring
manager
interview(
s)
Job offer
extended
Referenc
e
check
Referenc
e
check
• Moved reference checking up in the process
• Traditional phone reference calls weren’t productive
• Implemented a pre-hire reference assessment
• Speeds up the process – fills what was a “dead time”
• Rich feedback informs managers BEFORE the
interviews

19.
Implement A New
Hiring Process
• Use the data to:
• Determine if we want to move forward with a candidate
• Identify areas to address during interview
• Identify areas of developmental needs to create
professional development plans
• Provide guidance for search committees
• Help with the on-boarding process
Candidat
e
applies
Phone
screen
Pre-
Hire360®
assessm
ent
Hiring
manager
interview(
s)
Job offer
extended

20.
Under Informed Search Committees:
Candidate Compilation Binder
HUMAN RESOURCESHUMAN RESOURCES

21.
Recruiting Timeline
HUMAN RESOURCES

22.
Position Description

23.
Candidate Reference Guide
HUMAN RESOURCES

24.
Candidate Comparison

25.
Candidate Comparison

26.
Candidate Info

27.
Candidate Feedback Report

28.
Candidate Feedback Report

29.
Better Reference Checking Compliance
• International Journal of Selection and
Assessment
• Peer-reviewed scientific journal
• 34,054 new hires were tracked
and observed over 21 months
• Web-based, multisource
reference checking
• Consistent
• Proven to predict turnover
• Doesn’t discriminate (no statistical
differences in results based on
race, gender or age)

30.
Better Compliance
• Use of Search Committee guide to
standardize Search Process
• References standardized with job
specific questions
• Use of approved, standardized
interview questions
• Standard definition/evaluation of top
talent

31.
Sourcing Passive Candidates
Cultivate a Pool of Passive Candidates

32.
Cultivate a Pool of Passive Candidate

33.
LinkedIn Sponsored Update

34.
Social Media Use

35.
Social Media Use - Onboarding
• New Employee Spotlights
• Professional Headshot
• LinkedIn Employer Update

36.
Employee Referral Program

37.
Indeed Company Page

38.
THE RESULTS

39.
• Hiring experience on campus is now more
like a search firm
• Reduction in time-to-hire — 13 weeks
saved
• 90% less time checking references —
average time to completion is 1.7 days
• Significantly improved to time posting: First
Pass Yield of posting requests increased
from 10% to 80%
• Standardized process — selection
committees have tools to conduct
consistent and compliant interviews

40.
• Receive more detailed information on
candidates — an average of 4.7 references
respond per candidate
• Already compiled more than 700 passive
candidates from references and growing
• Social media reach — Increased followers
by an average of 68% over past year
• Potential turnover cost avoidance — $1.3M
and climbing

41.
Thank You
Presented by:
Josh Brown
Clemson University
Michelle Reed
SkillSurvey