Help Wanted-How Social Media and Employment Branding Impact Recent College Graduates

HELP WANTED: HOW SOCIAL MEDIA AND EMPLOYMENT BRANDING IMPACT
RECENT COLLEGE GRADUATES
by
Candice Crane
A Research Project Submitted to the Faculty of Mercer University
Penfield College of Mercer University
in Partial Fulfillment of the
Requirements for the Degree
MASTER OF SCIENCE IN ORGANIZATIONAL LEADERSHIP
ATLANTA, GA
2015

TABLE OF CONTENTS
Page
LIST OF TABLES...........................................................................................................................5
LIST OF FIGURES .........................................................................................................................4
CHAPTERS
CHAPTER 1: INTRODUCTION....................................................................................................7
Nature of the Problem...........................................................................................................7
Purpose of the Study.............................................................................................................7
Importance of the Study........................................................................................................7
Relationship to the Concentration.........................................................................................8
Research Questions...............................................................................................................8
Definition of Terms...............................................................................................................8
CHAPTER 2: REVIEW OF LITERATURE.................................................................................10
Overview............................................................................................................................10
Recruiting...........................................................................................................................10
Generation Y-Millennials ..................................................................................................12
Social Media ......................................................................................................................14
Employment Branding.......................................................................................................15
Summary............................................................................................................................17
CHAPTER 3: METHODOLOGY AND PROCEDURES ............................................................18
Methodology......................................................................................................................18
Procedures..........................................................................................................................18
Assumptions.......................................................................................................................20
Limitations.........................................................................................................................20
CHAPTER 4: RESULTS...............................................................................................................21
Results of Literature Review ..............................................................................................21
Social Media Quantitative Findings....................................................................................22
Employment Branding Quantitative Findings ....................................................................25
Research Question #1 .....................................................................................................25
Research Question #2 ....................................................................................................28
CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS.................................................29
Summary............................................................................................................................29
Conclusions........................................................................................................................29
Recommendations .............................................................................................................30
Recommendations for Action ........................................................................................30
Recommendations for Dissemination............................................................................31
Recommendations for Further Research........................................................................31

3
REFERENCES ..............................................................................................................................32
APPENDICES ...............................................................................................................................36
A. Survey Question.............................................................................................................36

4
LIST OF TABLES
Table 1: Tools used during the job search process ........................................................................21
Table 2: Employment brand awareness .........................................................................................24

5
LIST OF FIGURES
Figure 1: Rank of tools used during job search .............................................................................22
Figure 2: Social media tools used as a percentage.........................................................................22
Figure 3: Significance of company brand......................................................................................24
Figure 4: Rating of Employee Value Proposition..........................................................................25
Figure 5: Rank of attractive company attributes............................................................................26

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ABSTRACT
CANDICE CRANE
Help Wanted: How Social Media and Employment Branding Impact Recent College Graduates
(Under the direction of Dr. Lynn Clemons)
Baby Boomers are retiring at a faster rate and are often replaced by Millennials who have
different values, perceptions and environmental preferences than the preceding generations.
Organizations are increasingly adapting their recruiting strategies to target this younger audience.
This study examines the impact social media and employment branding have on the job search
and selection process of recent college graduates. Using a sample of Millennials who recently
graduated college (N=50), the researcher found that traditional job search tools such as online
job postings, networking and referrals are favored over new tools such as LinkedIn, Twitter and
Facebook. The results also indicate Millennials are comfortable selecting a company whose
brand was unknown to them prior to the job search process and are willing to join a company
even if the employer’s value proposition is not entirely clear at time of hire.

7
CHAPTER 1
INTRODUCTION
Acquiring the right human capital is essential for an organization to function and
accomplish their goals. The recruitment process is a challenge many companies face as labor
markets are constantly shifting. Companies must be able to respond to the changing markets by
evolving their recruiting strategies and targeting candidates whose beliefs align with the
company’s employee value proposition.
Nature of the Problem
The employment market has become more candidate driven. Baby boomers are retiring at
a faster rate and are often replaced by the youngest generation in the workforce- Millennials. The
Pew Research Center predicts by the end of 2015 the Millennial generation will surpass Baby
Boomer’s as the nation’s largest living generation. Millennials, defined by the U.S. Census
Bureau as being between the ages of 18-34 are projected to number 75.3 million whereas
Boomers, ages 51-69, are projected to be 74.9 million (Fry, 2015).
As with all generations, Millennials have unique values and perceptions. They are more
comfortable with technology than their generational predecessors and have a greater appreciation
for work-life balance (Schullery, 2013). Title and pay are no longer the primary attractors for
Millennials. Companies hoping to attract candidates in this younger generation will need to
leverage a variety of recruitment tools including social media, employee testimonials and
company websites to create a 360 degree view of the company and opportunity.
Purpose of the Study
The purpose of this study was to determine the impact social media and employment
branding have on recent college graduates. The study focused on what tools were used during the

8
job search and selection process and investigated how brand awareness and employee value
proposition impacted company attractiveness.
Importance of the Study
The average cost per hire for all Unites States companies in 2012 was $3,479 dollars per
hire (Huffman, 2012). With the retirement of Baby Boomers alone, companies will have to
backfill seventy-five million jobs (Fry, 2015) which equates to $260 billion dollars. This does
not take into consideration turnover and growth. Companies must also account for lost revenue
of open seats, and the soft costs that are associated to bad morale or low engagement when
turnover occurs.
In order to mitigate costs associated to hiring, companies need to build a strategic
recruiting model that leverages traditional tools such as company websites and job boards
coupled with new tools such as social media, employee testimonials and blogs. Creating a unique
and clear company brand will be necessary to attract active and passive candidates.
Relationship to Concentration
Leaders cannot be successful without the ability to build and sustain strong diverse teams.
The first step to building successful teams is identifying and recruiting the best people either
internally or externally. Determining the impact social media and employment branding has on
Millennials will help hiring managers improve their ability to attract and select the right
candidate for their opening.
Research Questions
The research questions for this study was:
RQ1: How do recent college graduates use social media such as Twitter,
Facebook, and LinkedIn to identify opportunities?

9
RQ2: How are recent college graduates influenced by a company’s employment
brand when looking to join an organization?
Definition of Terms
For the purpose of this study, the following terms are clarified.
Applicant- An applicant is someone who has applied for a job
Baby Boomer- Someone born between 1946 and 1964
Candidate- A candidate is someone who is being considered for a job
Employee Value Proposition- balance of rewards and benefits received by employee
Generation X- Someone born between 1965 and 1980
Millennial- Someone born between 1981 and 1997

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CHAPTER 2
REVIEW OF THE LITERATURE
Introduction
This study includes a formal and comprehensive review of literature to provide a basis for
the research. The literature review consists of theoretical perspectives and previous research
findings related to the impact social media and employment branding have on recent college
graduates of the Millennial generation. The review provides a focus for the study and to report
the important concepts and data related to recruiting, the millennial generation, social media, and
employment branding.
A variety of resources have been utilized for reviews of literature pertinent to the project
and to answer the research questions. Textbooks, professional periodicals and journals, online
databases, and other reference material have been used to gather the data for the review of
literature. The researcher has utilized computerized databases, such as the Georgia Library
Learning Online (GALILEO), journal articles, books related to recruiting, social media and
employment branding, dissertations, web site articles and research studies in preparing the
synthesis of the literature collected.
Recruiting
The process of finding the right candidate for a job can be lengthy and painful for the
employer and applicant with no guarantee of success. Even though companies and applicants
invest time, money and resources into the hiring process Sullivan (2013) found between thirty
percent and fifty percent of all recruiting efforts are classified as a failure which is defined by
rejected offers or resignations of new hires within a year. Sullivan also found that fifty percent of
all new hires later regret their hiring decision to accept the job.

11
Companies that fail to make the right match with a candidate will suffer a significant
financial loss. According to a study conducted by the Center for American Progress, “thirty case
studies taken from the 11 most-relevant research papers on the costs of employee turnover
demonstrate that it costs businesses about one-fifth of a worker’s salary to replace that worker”
(Boushey & Glynn, 2012, para. 2). This includes hard costs such as recruitment advertising and
recruiter salary and soft costs such as decreased productivity and low morale.
Barbara (1998) has delineated three phases of recruitment. The first phase focuses on
targeting a particular segment of the job market and persuading those potential applicants to
apply to the organization. There is limited if any personal contact during the first phase. The
second phase focuses on the candidates who have applied to the organization- the applicant pool.
In this phase there is more detailed information shared between the organization and the
candidate. The goal of the organization is to persuade the candidate to stay interested until they
make their final decision. The last phase is where the candidate decides whether to accept or
reject the job offer. During this phase the organization is encouraging the candidate to accept the
offer and become new employees.
Identifying the right candidate for a job goes beyond just a skill match. Companies who
are successful in their recruiting efforts find candidates whose personal goals align with
company goals and who are passionate about the mission and purpose of the organization.
Casting a wide net over the right talent pool is critical to finding the ideal candidate.
Companies use a variety of methods to attract the right target audience. Career websites
or job boards are most commonly used as they “provide the opportunity to communicate
practically unlimited amount of information to an unlimited audience which is geographically
dispersed at a relatively low cost” (Kaur & Dubey, 2014, p. 391). These tools have proven

12
effective for active candidates however active candidates only represent 10 percent or less of the
total workforce at any given time (Joos, 2008). On the contrary, passive applicants who are
currently employed but would consider making a job change if the conditions were right, job
boards seem inefficient and social media has become essential to create development
opportunities (Girad, Fallery, & Rodhain, 2014). Throughout the last decade companies have
also used tools such as blogs and employee testimonials to attract the right candidate. Microsoft
created a recruiting blog to educate potential candidates on happenings, new technology and best
practices at Microsoft (Joos, 2008). The Microsoft blog targeted industry professionals interested
in pursuing technical or engineering roles and doubled as a “face” for Microsoft recruiting (Joos,
2008). This two-way method of communicating with candidates is a new strategy for many
companies and is often geared towards a younger generation of candidates. Through this
literature review the researcher examined how generational differences impact recruitment.
Generation Y- Millennials
Globally Generation Y, often referred to as Millennials, is broadly defined as the cohort
born between 1975 and 1995. “This group is seen as reliant on new media and digital technology
with short attention spans. They expect entertaining and fast-paced information and are assumed
to be self-centered, demanding, and hard to integrate into teams” ("Generation Y," n.d., para. 1).
In a 2014 study exploring the relationship between Millennials and unions, Cates (2014)
determined the Millennial generation is used to being bombarded with massive amounts of
information at all times and have a natural ability to gather information from diverse sources
filter it, and devise solutions to problems. Successful managers of Millennials will not hide or
hoard information as is traditional in the corporate hierarchy, but go out of their way to
disseminate as much information as possible to these workers (p.110).

13
A similar study conducted in 2012 focused on determining predictors of organizational
attraction for Millennials. In this study it was found that work-life balance content on websites
along with website user ability increased Millennial attraction (Ehrhart, Mayer, & Ziegert, 2012).
The researchers of this study speculated the reason for the increased attraction is due to
Millennials ability to decipher information quickly and infer an appreciation for a company’s
commitment to technology and innovation.
Many studies have been conducted to determine the differences between Generation Y
and their predecessor Generation X. Generation Y was raised with a different perspective, their
Boomer parents taught them that their opinions are important so they have an expectation to have
a stake in outcomes (Asghar, 2014). The Millennial generation is the first to actively blend their
social lives with technology (Maietta, 2012). A 2013 study designed to uncover generational
differences as it relates to values and learning, determined that Millennial’s experience high
engagement with video games because the technology allows them to learn at their pace and
interact with the game in an enjoyable and challenging way (Schullery, 2013). The researches of
this study emphasize the importance recognizing and catering to the Millennial’s learning style
and values in order to maximize engagement.
Although there are many differences between the Millennial generation and Generation
X, the results of a recent study conducted by Kolesnicov, (2014), show no significant differences
between Generation X and Generation Y regarding job search self-efficacy, job search methods
and ideal job. The researches of this study claim there is not a significant difference in
generational brand awareness and imply companies should invest in strengthen their brand in
order to attract candidates of all ages and experience levels. One of the best ways to do this is
through social media.

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Social Media
Social media has changed the landscape of networking and connectivity. According the
Maietta (2012), the number of college seniors using social media sites for professional purposes
such as during the job search is rising. There is more opportunity for career professionals to
reach out to job-seeking Millennials through technology. However Peterson-Withorn (2014)
found that many social media sites are still being underutilized in college and professional
recruiting. Over 96% of college and universities use Facebook, yet less than 3% use Snapchat as
a recruiting tool despite nearly 40% of prospective students using the app (Peterson-Withorn,
2014).
According to a 2013 study of MLIS and LIS graduates, social networking became
increasingly important when looking for fulltime employment upon graduation. Graduates in this
study stated they engaged in social media to interact with potential employers and maintained
blogs, and websites which were read by recruiters (Stephanie, 2014). A similar study conducted
in 2013 focusing on the recruitment process for nurses, found that 42.5% of the 80 participating
educators indicated the use of social media as important in the recruitment of nursing students
(Lubbe, Van Tonder, Roets, & Wilkinson, 2013).
LinkedIn, a professional networking site established in 2003, is widely considered the
most effective social medial tool for professional use. According to a 2014 Human Capital
Media Advisory Group talent acquisition survey, 78.3% of companies use LinkedIn while only
25.5% use Twitter and 38.6% use Facebook (Mihelich, 2014, para. 14). As an information
resource, LinkedIn helps candidates learn more about a company, and allows the company to
asses an individual professional record. According to Fawley (2013), “Professionals from human
resources and recruitment environments to competitive intelligence researches find innovative

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uses for LinkedIn. The links between colleagues, companies, and groups that drive the network
also serve to broaden and enhance the information available (p.31).
Through social media companies have the ability to connect on a personal level with the
candidate as well as provide a more intimate look at the organization. A 2011 study conducted in
France with 34 recruitment experts used the Delphi method to clarify current controversies about
social media practices and strategies as they relate to recruitment (Girad et al., 2014, p. 24). The
study found that although social media is not a point where it can replace other e-recruitment
tools such as career websites and job boards, many experts consider it a more dynamic and
stronger relational tool (Girad et al., 2014).
There is evidence that the next evolution in technology and social media is underway.
Oculus has created a 3-D technology that allows prospective students to virtually tour a college
campus. The company touts their $350 device “will enrich the quality of the recruitment process,
ultimately leading to students making more informed decisions about where to attend” (Peterson-
Withorn, 2014, p. 20). Prospective college students who see value in this type of virtual
recruitment process may come to expect something similar from companies when they begin
their job search.
Leveraging social media to spread the word about a company is only half the battle.
Prospective applicants will be interested in learning about what the company represents, how
they do business and what kind of culture they promote. Through this literature review the
researcher examines what effect employment branding has on the recruitment process.
Employment Branding
An employment brand is defined as the way an organization’s prospective applicants,
candidates, and employees perceive the organization as an employer (Employment Branding,

16
n.d., para. 1). “In increasingly competitive employment markets, developing strategies to become
an employer of choice and to increase the number of applicants per advised vacancy can
facilitate the recruitment of suitable employees and provides a strategic advantage to the firm”
(Wilden, Gudergan, & Lings, 2010, p. 56).
A 2014 study found that employee testimonials on independent websites, forums and
online communities have a greater impact on potential applicants than company websites (Kaur
& Dubey, 2014). The same study found that job seeker’s assessment of the organizational image
begins at an early stage much before they actually come into direct contact with the company.
This supports the finding of a similar study conducted in 2014 designed to improve
diversity in the advertising vertical by introducing high school students to advertising via
summer camp (Oliver, Murphy & Tag, 2014). The results of the study indicate that although high
school may not seem like fertile recruitment ground for human resource executives, evidence
shows that industry outreach efforts must begin to target a younger, more diverse demographic in
order to cultivate and sustain a dynamic workforce. The researcher stated, “the truth is many
career-planning decisions are made in the short term before college begins” (Oliver et al., 2014,
p. 38).
Similar to traditional branding, employment branding is determined by two factors:
familiarity (name recognition) and favorability (general opinion and reputation) (Jody, 2014,
para. 4). Companies with a strong employment brand have the ability to capture their target
audience earlier than those without. Collins & Stevens (2002) found that exposure to early
recruitment activities was positively related to job seekers attitudes and perceived attributes.
Further, these elements of brand image were significantly related to application intentions and
actual decisions (p. 1132).

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Summary
A recent study by Schullery (2014) “provides empirical evidence to support the
importance companies should attribute to a differentiated employer brand communication based
on generational differences” (p. 6). Other studies have shown that social media is considered an
essential strategy or at least ‘very useful’ in part because of the creation of online communities
and the company’s ability to develop a “conversational” employment brand (Girad et al., 2014,
p. 15). However, no study has focused specifically on the impact social media and employment
have on recent college graduates of the Millennial generation.
This study used data collected from recent college graduates to measure the impact that
current recruitment strategies including social media and employment branding have on recent
college graduates as they enter the workforce.

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CHAPTER 3
METHODOLOGY AND PROCEDURES
Methodology
The research was designed using quantitative methods and the research design was
survey research. The survey was completed by fifty participants who graduated college in the
years 2013, 2014 or 2015. An electronic survey was selected in order to reach the target group.
The purpose of this design was to measure which employment resources were used most and
least often by recent college graduates and what impact company branding had on their decision
to join a company. The survey consisted of thirteen questions where the respondent was asked to
select a single choice, rank multiple choices or select yes or no. The survey took approximately
10 minutes to complete.
Procedures
The researcher was not able to find a similar study to duplicate. As a result 11 unique
survey questions were designed by the researcher to capture attitudes, tools and methodology
used by recent college graduates during the job search and selection process. An electronic
survey was used to gather the data. Refer to the Appendix for the complete list of survey
questions.
A synopsis of the survey purpose was posted on the researchers Facebook page soliciting
participants using a convenience sampling method. Three recent college graduates who were
related to the researcher were tagged in the post to ensure they received the link. Additionally, a
blog was posted on January 19, 2015 by the researcher on LinkedIn. The blog post was shared
directly with 3,456 professional contacts. In this blog post the researcher identified as a
“borderline- Millennial” and posed a question regarding how to best use social media for

19
recruiting and employment branding. Readers were encouraged to pass the survey link along to
recent college graduates in their network to help gather data, again using a convenience sampling
method. The researcher stated the results of the survey findings would be posted in a follow up
blog on LinkedIn.
Finally, a purposive sample of 201 recent graduates from Mercer University and
University of Wisconsin-Madison were identified on LinkedIn using the following filters:
+United States, within 500 mi of 53406 AND 100 mi of 30316
+Years of Experience: Less than 1 year
+Seniority: Entry
+Years at Position: Less than 1 year
+Years at Company: Less than 1 year
+ School: University of Wisconsin Madison AND Mercer University (ending 2013-2014)
All recent graduates identified in this search received a personal In-mail from the
researcher detailing the project and inviting them to participate in the research by completing the
survey.
Description of Population
The survey link was promoted on two social media platforms with a national reach-
Facebook and LinkedIn. Although the research focused on the behaviors of recent college
graduates, the message regarding the research project and survey link was broadcast to the
general population on both social media sites in order to reach the largest audience. The
researcher used the general population to spread the word regarding the survey. The goal of this
message was to have the reader of the Facebook post or LinkedIn blog send the survey link
directly to recent college graduates in their personal or professional network.

20
Individual invitations to complete the survey were sent to LinkedIn profiles within 500
miles of zip code 53406 (Racine, WI) and 100 miles of 30316 (Atlanta GA). Geographical
proximity and graduation dates were the only significant considerations. Race, sex and gender
were not considered when inviting participants to complete the survey.
Assumptions
The researcher assumed factors such as geography, gender and race do not play an
important role in the job search and selection process for recent college graduates. The
researcher also assumed that the survey choices provided to the respondents included all
available tools and or methods that could be used during the job search and selection process.
Limitations
Because the survey was anonymous and did not include any unique identifiers, there is no
way for the researcher to ensure all participants who completed the survey graduated from
college in the years 2013, 2014 or 2015. Furthermore, there was no way for the respondent to
indicate if they were a working adult at the time of graduation. In this instance, the respondent
could have graduated recently but had found their job prior to 2013.

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CHAPTER 4
RESULTS
A study regarding the impact social media and employment branding have on recent
college graduates is worthy of study because limited research is available on this topic. The study
was specifically designed to explore two research questions:
Quantitative methods were used to examine recent college graduates attitudes towards
social media and employment branding as it relates to job search and selection. The uses,
attitudes and perception of social media and employment branding among recent college
graduates was explored by analyzing survey data. The findings are presented in three sections.
The first analysis of the literature review. The next two sections include a quantitative
description of the findings related to the use of social media; and a quantitative description of the
findings related to the impact of employment branding. The research questions will be addressed
in each section. Data collection was performed in Survey Monkey and analysis was performed in
Excel.
Results of Literature Review
The results of the literature review indicate three primary themes. The first theme
revealed is the rising cost of turnover. Both Sullivan (2013) and Boushey et al., (2014)
emphasize the cost of employee turnover and the increased rate at which employees are leaving
organizations. Natural turnover due to a stronger economy combined with the increased

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retirement rate of Baby Boomers, means companies will be spending more money than ever
replacing their workforce. The researchers have a strong call to action regarding recruitment and
retention strategies.
The second theme found in the literature review is that Millennials value different aspects
of a company and opportunity in comparison to preceding generations. Schullery (2013) and
Ehrhart et al., (2012) found empirical evidence that companies should communicate a different
brand message to each generation specifically work life balance and website usability to the
Millennial generation. Failing to recognize the differences in generational brand attraction puts
companies at risk of reducing the number of active and passive candidates who review job
openings.
The final theme is that social media is playing an important role in changing the way
companies recruit. Although Lubbe (2013) found company web pages are still the most used
tool, other studies have found that social media has improved the communication channel
between the employer and candidate. Blogs and employee testimonials are giving candidates the
ability to hear directly from current employees. Mihelich (2014) found that HR leaders believe
leveraging social media is an essential way to create a relationship with the candidate and drive
results for the business.
The following sections include a quantitative description of the findings related to the use
of social media and employment branding from the data collected from this study.
Social Media Quantitative Findings
This section will first report the survey findings for the 7 survey questions associated to
the way recent college graduates use social media during the job search and selection process. It
will then address findings associated to the survey data. The survey data was received from 49

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respondents who are recent college graduates. All questions are related to job search and
selection upon graduation.
As illustrated in Table 1, although social media is becoming a more prevalent tool in job
search and selection, 93.1% of the respondents found their first job via more traditional methods
including: job posting, career fair, referral or previous internship. Only 8.3% or 4 out of 49
recent grads found their first job on social media. All 4 recent grads who selected social media as
the tool they used in finding their first job identified LinkedIn as the tool they used. None
reported finding their job on Facebook or Twitter.
Table 1
How did you find your first job out of school?
Answer Options
Response
Percent
Response
Count
School career fair 8.30% 4
Community career fair 0.00% 0
On-line job posting 41.70% 20
Facebook 0.00% 0
Twitter 0.00% 0
LinkedIn 8.30% 4
Referral 29.20% 14
Previous internship 12.50% 6
answered question 48
Similarly, when asked to rank the tools used from most to least, the respondents again
favored traditional recruiting methods over social media. A weighted scoring system was used to
determine which tools were most and least preferred by the group of respondents. Each tool was
assigned a weight based on how the respondent ranked the tools. The weight was determined by
the number of selections- the most preferred tool was weighted 11, the least a 1. An overall score
was assigned to each tool by adding the weighted totals of all 49 respondents. Online job
postings scored the highest at 8.73, followed by networking 7.43, referrals 7.38 and school career

24
fair 7.29. The highest ranked social media tool was LinkedIn which was ranked 5 out of 11 with
a score of 6.27. Facebook and Twitter ranked 10 and 11. See Figure 1 for all scores and rankings.
Figure 1
When the respondents were asked if their company had a strong social media presence,
62.0% said yes however only 36.7% said they followed their company on social media prior to
joining the company. The respondents that did follow their company on social media prior to
beginning their employment were split almost evenly between the following three platforms:
LinkedIn, Twitter and Facebook. 10% of the respondents chose “other” with one indicating
Instagram as the platform they followed. The results are illustrated in Figure 2.
Figure 2
8.73
7.5
7.43
7.29
6.20
5.82
5.35
5.35
4.55
4.27
3.65
On-line job posting
Referrals
LinkedIn
Professor recommendations
Community career fair
Twitter
Rank from most to least the tools you utilized when looking for your
first job out of school
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
LinkedIn Twitter Facebook Other
(please
explain)
If you answered Yes to the previous question,
which platform did you follow them on?

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Considering only 36.73% of recent graduates followed their company on social media
prior to being hired, it is not surprising that only 4 of 49 respondents (8.2%) answered “yes”
when asked if their employer’s social media strategy impacted their decision to join the
organization. The majority of the respondents answered “no” (53.1%), while the rest stated they
were not aware of the strategy before joining (38.8%).
Research Question One
The study determined which tools recent college graduates prefer to use during the job
search and selection process. Results of the data show that recent graduates prefer traditional
methods such as job boards, networking, referrals, and school career fairs over social media
platforms such as LinkedIn, Facebook and Twitter, see Table 1 and Figure 1. This coupled with a
very small percent of recent graduates stating they found their job on social media (8.3% on
LinkedIn), suggest that recent graduates are still relying on traditional job search tools rather
than social media.
The findings also suggest there is not a preferred social media tool. LinkedIn, Facebook
and Twitter, when used, were leveraged almost equally (see Figure 2) during the job search and
selection process.
Employment Branding Quantitative Findings
This section will first report the survey findings for the 6 survey questions associated to
the impact employment branding had on recent college graduates during the job search and
selection process. The survey data was received from 50 respondents who are recent college
graduates. All questions are related to job search and selection upon graduation.

26
When the respondents were asked to determine when they first heard of the company
they ended up working for immediately after college, only 32% selected “for as long as I can
remember”. The majority of the respondents (68%) first heard of their first employer “at some
point prior to graduation” or “only during my job search”. See Table 2 for additional details.
Table 2
When was the first time you heard of the company you ended up working for
immediately after college?
Answer Options
Response
Percent
Response
Count
For as long as I can remember 32.00% 16
At some point prior to graduation 22.00% 11
Only during my job search 46.00% 23
answered question 50
Additionally, only 20% of the 50 respondents stated the strength of a company’s brand
played a significant role in pursing them as a future employer. As illustrated in Figure 3, the
remaining 80% of the respondents were split evenly between somewhat significant and not
significant when considering brand strength during the job search and selection process.
Figure 3
20%
40%
40%
What significance did the strength of a company’s brand have on your
decision to pursue them as an employer?
Very significant- I only wanted
to work for companies that are
well known
Somewhat significant- I was
more attracted to well
recognized companies, but I
considered companies that
were less well known
Not significant- I didn’t care if I
had heard of the company or
not. If I liked the opportunity I
would pursue it

27
When asked to rate their understanding of their first company’s Employer Value
Proposition (EVP) at time of hire, the majority of the respondents were only somewhat clear
about what their company believes in. The EVP was defined as why this is a good company to
work for and what the company believes in. According to Figure 4, only 15 out 50 respondents
(30%) stated the EVP was very clear at hire. A small percentage of the respondents stated they
had no idea what the company was about before they joined.
Figure 4
Table 6
However, when asked if what matters most of the respondent aligns with what matters
most to the company they work for, 58% selected most of the time and 22% said yes-absolutely.
Only 16% selected not really and 4% selected not at all. Given these results it is not surprising
that when asked if the respondents turned down an offer or walked away from an opportunity
because the company’s brand or values didn’t align with theirs, only 36% said yes.
30%
54%
10%
6%
How would you rate your understanding of your first company’s Employer
Value Proposition (EVP) at the time of hire? The EVP includes why this is a
good company to work for and what the company believes in.
Very clear at hire- I knew exactly why
this was the company I wanted to
work for
Somewhat clear at hire- The
company was attractive in certain
ways but I learned a lot about the
company once I joined
Not very clear at hire- The company
did not do a very good job identifying
who they were but I liked the job
description or the person that hired
me
I had no idea what the company was
about before I joined. I needed a job
and the pay was competitive

28
Figure 5 illustrates how the respondents ranked what was most attractive about their first
employer out of school. The same weighting system from Figure 1 was applied to Figure 5.
Growth potential was the most important with a total score of 5.4, followed by pay at 4.59 and
hours at 4.16. Community service and Industry were rated in the bottom two.
Figure 5
Research Question Two
The study determined the impact employment branding had on recent college graduates
during the job search and selection process. Results of the data show recent graduates are open to
exploring companies they have never heard of and are willing to join a company even if the
employer’s value proposition is not entirely clear at time of hire or if the company’s values do
not exactly match with the recent graduate.
Furthermore, the results indicate that growth potential, pay and hours are the most
important attributes or factors for recent college graduates of the millennial generation.
4.16
4.59
4.08
5.04
3.98
2.43
3.71
Hours
Pay
Benefits
Growth potential
Company stability
Community service…
Industry
What is/was most attractive to you about your first employer out of school?

29
CHAPTER 5
CONCLUSIONS AND RECOMMENDATIONS
Summary
This study shows that Millennials, although adept in social media, prefer using traditional
job tools over social media during their job search and selection process. The professional
network site LinkedIn is not significantly favored over more traditional social media sites such as
Twitter and Facebook. Recent college graduates do not appear to be attracted to an organization
based on their social media presence as the majority of the study participants did not follow their
company on a social media platform prior to joining the organization. Furthermore, the strength
of the company’s brand does not play a significant role in determining attractiveness. Recent
college graduates are attracted to growth potential, pay and hours. Other organizational attributes
such as the Employers Value Proposition (EVP) were considered however total clarity regarding
the EVP did not need to be achieved prior to accepting an offer.
Conclusions
The results of this study align with the study conducted by Lubbe (2013). Both studies
reveal that company webpages are used more frequently in the job search and selection process
than popular social media sites such as LinkedIn, Twitter and Facebook by the Millennial
generation. The results also align with the results of Schullery’s (2013) study where it was
determined that Millennials are less likely to be attracted to a job that allows volunteerism versus
alignment with growth potential and pay.
Mihelich (2014) determined that HR leaders believe companies still need strong
recruiters to create relationships with the candidate in order to drive results for the business.
Although this theory was not tested in the current study, conclusions can be drawn regarding the

30
recruiter’s relationship with the candidate and the candidate’s willingness to join an organization
without having a clear understanding of the EVP. If the candidate forms a trusting bond with the
recruiter, it could account for why the candidate may forego this seemingly critical piece of
information during job selection.
Recommendations
Recommendations for Action
In order to increase social media usage for recent college graduates during the job search
and selection process, companies should tailor the content on their social media sites to better
connect with the millennial audience. The audience should find value in the message that is
being communicated. Furthermore, the millennial generation needs to become more educated on
how to use social media for professional purposes. Examples of this include making direct
connections on social media sites with the company’s recruitment team or current employees
who attended the same College or University. These direct contacts can provide more detailed
information about the company versus simply “following” the company on one or multiple sites.
Growth potential, pay, and hours are most often found on a job description which would
be posted on a job board, company website or passed around within a network. If this is the
information that recent graduates are looking for, companies should do a better job of promoting
it as part of their brand and leveraging social media to spread the message. Although not
addressed in this study, it is possible that smaller companies are more effective at defining and
promoting factors such as growth potential, pay and hours. This may explain why recent
graduates are strongly in favor of exploring companies they have only discovered while in
college or when beginning their job search.

31
Recommendations for Dissemination
The results of this research will be disseminated in a variety of ways. The researcher will
post a follow up blog on LinkedIn detailing the results of the research and thanking the survey
respondents and LinkedIn connections that passed along the survey link. The researcher also will
communicate the results via the 2015 Atlanta Research Conference. Finally, as an OD
practitioner, the researcher will communicate the results to the Society of Human Resource
Management (SHRM) and the Georgia chapter of the National Association of Colleges and
Employers (NACE).
Recommendations for Further Study
Further investigation into why recent college graduates prefer traditional job tools during
the job search and selection process is worthy of study. This information can be leveraged by
companies who are looking to connect with the Millennial generation on social media prior to
and during the job search and selection process. Additional studies are also suggested to
determine if selection habits change with experience. The current study determined only 30% of
the participants had a very clear understanding of their company’s EVP prior to joining the
organization. A future study should investigate if there is a correlation between tenure and
experience with willingness to join an organization based on the understanding of the EVP. Do
candidates with more professional experience conduct more research prior to joining a company?
Similarly, are more tenured candidates less or more willing by joining a company whose EVP is
not entirely clear?

32
References
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Fawley, N. (2013). LinkedIn as an information source for human resources, competitive
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baby-boomers/
Girad, A., Fallery, B., & Rodhain, F. (2014). Integration of social media in recruitment: A delphi
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Huffman, L. S. (2012). Cost per hire: How do you stack up. Retrieved from
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Social_Media_In_the_Generation_Y_Context_Iulia_Kolesnicov.pdf

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Lubbe, I. J., Van Tonder, F. S., Roets, L., & Wilkinson, A. A. (2013, December 1). Social
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Schullery, N. (2013). Workplace engagement and generational differences in values. Business
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http://dx.doi.org/10.1080/02672570903577091

36
APPENDICES
Survey Questions
a. How did you find your first job out of school?
i. School career fair
ii. Community career fair
iii. On-line job posting
iv. Facebook
v. Twitter
vi. LinkedIn
vii. Referral
viii. Previous internship
b. Please rank from most to least the tools you utilized when looking for your first
job out of school.
i. School career fair
ii. Community career fair
iii. On-line job posting
iv. Facebook
v. Twitter
vi. LinkedIn
vii. Referrals
viii. Networking
ix. Lists of best companies to work for
x. Professor recommendations
xi. Industry/company reputation
c. When was the first time you heard of the company you ended up working for
immediately after college?
i. For as long as I can remember
ii. At some point prior to graduation
iii. Only during my job search

37
d. What is/was most attractive to you about your first employer out of school?
(Please rank)
i. Hours
ii. Pay
iii. Benefits
iv. Growth potential
v. Company stability
vi. Community service orientation
vii. Industry
e. Would you consider your first employer to have a strong social media presence?
i. Yes
ii. No
f. Did you follow your company on Social Media prior to joining the company?
i. Yes
ii. No
1. If Yes, which platform did you follow them on?
a. LinkedIn
b. Twitter
c. Facebook
d. Other (please explain)
g. Did your first employer’s social media strategy impact your decision to join the
company?
i. Yes
ii. No
iii. I wasn’t aware of the strategy before I joined the company
h. How would you rate your understanding of your first company’s Employer Value
Proposition (EVP) at the time of hire? The EVP includes why this is a good
company to work for and what the company believes in.
i. Very clear at hire- I knew exactly why this was the company I wanted to
work for
ii. Somewhat clear at hire- The company was attractive in certain ways but I
learned a lot about the company once I joined
iii. Not very clear at hire- The company did not do a very good job identifying
who they were but I liked the job description or the person that hired me
iv. I had no idea what the company was about before I joined. I needed a job
and the pay was competitive

38
i. Does what matters most to you align with what matters most to the first company
you worked for?
i. Yes, absolutely
ii. Most of the time
iii. Not really
iv. Not at all
v. I don’t know enough about what matters to the company
j. What significance did the strength of a company’s brand have on your decision to
pursue them as an employer?
i. Very significant- I only wanted to work for companies that are well known
ii. Somewhat significant- I was more attracted to well recognized companies,
but I considered companies that were less well known
iii. Not significant- I didn’t care if I had heard of the company or not. If I
liked the opportunity I would pursue it
k. Did you turn down offers or walk away from an opportunity because the
company’s brand or values didn’t align with yours?
i. Yes
ii. No

39
LinkedIn Blog Post by Candice Crane
The Non-Millennial Quest to Conquer Social Media
Jan 19, 2015
As a borderline Millennial I have a love-hate relationship with social media. (Borderline
Millennial is not a diagnosis by the way, it’s a time frame- I was born in 1980 which puts me at
the very beginning of the Millennial generation). I started using Facebook and LinkedIn in 2007
however in full disclosure the timing of me joining those sites coincided with my first year in
recruiting. Had my managers and colleagues not pushed me into signing up I probably would
have convinced myself that I was “too cool” for either site. Since 2007 I have tried Twitter,
Instagram, Hootsuite, Google+, and Pinterest. Like many things in my life, I joined these sites
with the goal of becoming an expert super user within a matter of weeks, then boredom and
annoyance set in and I stopped using the sites all together…like 2 weeks after I joined.
For us borderline Millennials, or dare I say non-Millennials who did not grow up blogging,
posting, tweeting, or documenting every moment of our lives in pictures or posts- how exactly
do we use social media? As a professional recruiter I can’t imagine my life without LinkedIn.
For all you “old school recruiters” I get it, you had to do things the hard way – like stealing lists
and using index cards. I empathize for you. That must have sucked. However, just because we
recruiters have access to all these people on LinkedIn does not mean every job is filled with
candidates we recruited from the site. It may start on LinkedIn but finish with Facebook or
Twitter.
Example: (candidate to parent) “Wow, I was contacted by a recruiter on LinkedIn for this great
opportunity. In doing my research I checked out the company’s Facebook page as was
disappointed to learn that their last post was 7 months ago and they never responded to customer
complaints. The only pictures they have are stock photos and they don’t even have a Twitter
account. The GlassDoor reviews were embarrassing. Doesn't look like the right culture for me.”
This brings me back to my original question- how exactly do we use social media? Here’s where
you can help. I am embarking on a journey to answer that question, specifically as it relates to

40
recruiting for recent college graduates. I am collecting data as part of a research project for my
Master’s program with the goal of answering these two questions:
 How do recent college graduates use social media to identify opportunities?
 How are recent college graduates influenced by a company’s employment brand when
looking to join an organization?
If you know of anyone who has graduated college in the past year and has started their full time
employment, please pass along the link below and ask them to complete a short survey. All
responses will remain anonymous. My commitment to you will be to post the results of the
study. (And by you I am specially targeting ALL the recruiters I am connected to. I am sharing
my 3,435 connections with you so pass along my link please!)
If you are interested in more information on the study or would like me to send the link directly
to someone, comment below or message me. I can also be reached
atcandicecrane06@gmail.com.
Web Link:
https://www.surveymonkey.com/s/B5K66X2

41
LinkedIn Recruitment Letter: 2/2/15
My name is Candice Crane and I graduated from UW-Madison in 2002. I am reaching
out to ask for your help. I am working on my Masters in Organizational Development and am in
need of recent college graduates to complete a brief survey for a research project. The goal of the
project is to explore the impact social media and employment branding has on recent college
grads.
The survey is anonymous and there is no request for unique identifiers including company name
or location. The survey itself will only take a few minutes.
The link to the survey is below. I appreciate in advance your participation. Please let me know if
you have any questions.
GO BADGERS!!!!!
Survey Link: www.surveymonkey.com/s/B5K66X2

42
LinkedIn Recruitment Letter: 2/2/15
My name is Candice Crane and I am currently enrolled in a Master’s program at Mercer
University for Organizational Leadership and Development. I am reaching out to ask for your
help. I am in need of recent college graduates to complete a brief survey for a research project
that explores the impact social media and employment branding has on recent grads.
GO BEARS!!!!

43
Email Recruitment Letter: 2/13/15
Hi Fellow Organizational Leadership Grad,
My name is Candice Crane and I am currently enrolled in a Master’s program at Mercer
University for Organizational Leadership. I am reaching out to ask for your help. I am in need of
recent college graduates to complete a brief survey for a research project that explores the impact
social media and employment branding have on recent grads.
GO BEARS!!!!

17-Nov-2014
Ms. Candice Crane
Administration
Mercer University
1400 Coleman Avenue
Macon, GA 31207
RE: Help Wanted: How social media and employment branding impact recent college graduates
(H1411305)
Dear Ms. Crane:
Your application entitled: Help Wanted: How social media and employment branding impact recent college
graduates (H1411305), was reviewed on behalf of Mercer University's Institutional Review Board for Human
Subject Research, and is Exempt from further review at this time, in accordance to federal regulations
set forth at 46 CFR 101(b) Category(ies) .
Any changes to the approved protocol must be re-submitted for IRB review to insure that risks to the subject
have not changed.
Respectfully,
Ava Chambliss-Richardson, M.Ed., CIM, CIP
Member
Institutional Review Board

Help Wanted-How Social Media and Employment Branding Impact Recent College Graduates

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