The document discusses the need for career services offices to change and demonstrate their relevance. It notes that the Great Recession is over but unemployment remains high for recent graduates. Career services must prove their value by connecting their work to institutional priorities like enrollment, alumni engagement, and reputation. The document proposes four strategies for career services offices to achieve relevance: make careers a university-wide issue, prove their value with data, set appropriate expectations, and increase their visibility. It advocates for career services to adopt a new model with a student-centered philosophy, clearly defined mission and functions, and staff who serve as connectors and collaborators. The document emphasizes that career services must be willing to change in order to remain a strategic institutional asset.
Workforce Investment Boards have for too long produced substandard websites. The message on the website is diluted because WIB's are trying to speak to more than one audience. Additionally, WIB's are not engaging the website viewer appropriately because quite frankly, they do not know who they are talking to. Therefore WIB's are not delivering information on the website that is desired by those who should be the target audience for the website (employers). This presentation helps workforce investment boards retool their message so that the message addresses the needs and wants of employers. Knowing who the audience for the website is will also allow WIB's to set measurable objectives regarding engagement.
Design thinking workshop: How personas and journey maps can improve the candi...LinkedIn Talent Solutions
Anton Artemenkov, Sutherland Labs
Anna Fullerton-Batten, Sutherland Global Services
We all want a never ending pipeline of highly qualified talent and innovative solutions to make recruiting easy. However, the reality is that the war for talent is getting harder. So to enable smarter talent acquisition, new approaches need to be explored. In this session we tell the story of how, with limited time and budget, we experimented with new ways of approaching existing challenges by applying Design Thinking principles. Find out how we used immersive research, ‘walking in candidates shoes’, to understand the candidate journey throughout the recruitment process, created behavioural personas and journey maps and how we used the insights learnt to create better candidate experience.
Session highlights:
Top tips for personas and journey maps creation.
Learn how we applied this in our Bulgaria geography (one of the world’s hotbeds for multilingual IT and customer support talent).
Insights on how to enable leadership buy-in.
This workshop will have practical exercises and share tips of how they can start doing this themselves.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
This document provides advice on becoming a successful entrepreneur or leader through innovation. It discusses determining your passions and strengths, emerging opportunities, and viable business models. The key steps are to know your value, find your passion, create a vision and mission statement, and develop an innovation plan that protects ideas and leads to implementation. Resources for funding and advice are available at universities and government programs. Successful innovation requires protecting ideas, collaborating with experts, and planning for implementation and exit strategies. Leading with innovation is rewarding but requires treating your business differently than academia or corporations.
Trying to increase your recruiting reach but having a battle against big companies and even your own boss? This slideshare comments on ways you can maximize your efforts.
Reoi how to achieve it and how to benefit from itNet at Work
The webinar discusses how to maximize Return on Employee Investment (ROEI) by treating employees as an investment and focusing on engagement, recognition, training, compensation, and using HR systems to attract, develop, and retain top talent in order to improve productivity, efficiency, and the overall success of the business. The presenter, Lissa Johnsen, then provides her background and contact information for any questions.
How to create a compelling employer value proposition | Talent Connect 2016LinkedIn Talent Solutions
Lauren Larose, LinkedIn
Daniel Sanders, LinkedIn
A strong talent brand is no longer a nice to have, but a must have if you want to hire quality talent. In order to have a strong talent brand, you must first start with the foundation: a clear employer value proposition. Your employer value proposition is your unique set of offerings and values that distinguishes your company from the competition - it gives people a reason to work for you. This session will cover the basics of employer branding and how to leverage LinkedIn insights and research to craft a compelling employer value proposition.
Key highlights:
Have an understanding of the basics of Employer Branding.
Know the steps and inputs required to build/hone a compelling.
Employer Value Proposition Understand how to measure the ROI of your Employer Branding efforts.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
10 reasons why it's time to re think the EVPTEDxMongKok
The document outlines 10 reasons why traditional approaches to developing Employee Value Propositions (EVPs) are flawed and ineffective. It argues that common practices like surveys provide poor quality data, EVPs are disconnected from employees' real experiences, and they are not tailored to different employee groups. The document calls for a reinvention of the EVP approach to make them more authentic, meaningful, and aligned with employees' day-to-day experiences of working at an organization.
Workforce Investment Boards have for too long produced substandard websites. The message on the website is diluted because WIB's are trying to speak to more than one audience. Additionally, WIB's are not engaging the website viewer appropriately because quite frankly, they do not know who they are talking to. Therefore WIB's are not delivering information on the website that is desired by those who should be the target audience for the website (employers). This presentation helps workforce investment boards retool their message so that the message addresses the needs and wants of employers. Knowing who the audience for the website is will also allow WIB's to set measurable objectives regarding engagement.
Design thinking workshop: How personas and journey maps can improve the candi...LinkedIn Talent Solutions
Anton Artemenkov, Sutherland Labs
Anna Fullerton-Batten, Sutherland Global Services
We all want a never ending pipeline of highly qualified talent and innovative solutions to make recruiting easy. However, the reality is that the war for talent is getting harder. So to enable smarter talent acquisition, new approaches need to be explored. In this session we tell the story of how, with limited time and budget, we experimented with new ways of approaching existing challenges by applying Design Thinking principles. Find out how we used immersive research, ‘walking in candidates shoes’, to understand the candidate journey throughout the recruitment process, created behavioural personas and journey maps and how we used the insights learnt to create better candidate experience.
Session highlights:
Top tips for personas and journey maps creation.
Learn how we applied this in our Bulgaria geography (one of the world’s hotbeds for multilingual IT and customer support talent).
Insights on how to enable leadership buy-in.
This workshop will have practical exercises and share tips of how they can start doing this themselves.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
This document provides advice on becoming a successful entrepreneur or leader through innovation. It discusses determining your passions and strengths, emerging opportunities, and viable business models. The key steps are to know your value, find your passion, create a vision and mission statement, and develop an innovation plan that protects ideas and leads to implementation. Resources for funding and advice are available at universities and government programs. Successful innovation requires protecting ideas, collaborating with experts, and planning for implementation and exit strategies. Leading with innovation is rewarding but requires treating your business differently than academia or corporations.
Trying to increase your recruiting reach but having a battle against big companies and even your own boss? This slideshare comments on ways you can maximize your efforts.
Reoi how to achieve it and how to benefit from itNet at Work
The webinar discusses how to maximize Return on Employee Investment (ROEI) by treating employees as an investment and focusing on engagement, recognition, training, compensation, and using HR systems to attract, develop, and retain top talent in order to improve productivity, efficiency, and the overall success of the business. The presenter, Lissa Johnsen, then provides her background and contact information for any questions.
How to create a compelling employer value proposition | Talent Connect 2016LinkedIn Talent Solutions
Lauren Larose, LinkedIn
Daniel Sanders, LinkedIn
A strong talent brand is no longer a nice to have, but a must have if you want to hire quality talent. In order to have a strong talent brand, you must first start with the foundation: a clear employer value proposition. Your employer value proposition is your unique set of offerings and values that distinguishes your company from the competition - it gives people a reason to work for you. This session will cover the basics of employer branding and how to leverage LinkedIn insights and research to craft a compelling employer value proposition.
Key highlights:
Have an understanding of the basics of Employer Branding.
Know the steps and inputs required to build/hone a compelling.
Employer Value Proposition Understand how to measure the ROI of your Employer Branding efforts.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
10 reasons why it's time to re think the EVPTEDxMongKok
The document outlines 10 reasons why traditional approaches to developing Employee Value Propositions (EVPs) are flawed and ineffective. It argues that common practices like surveys provide poor quality data, EVPs are disconnected from employees' real experiences, and they are not tailored to different employee groups. The document calls for a reinvention of the EVP approach to make them more authentic, meaningful, and aligned with employees' day-to-day experiences of working at an organization.
This document provides guidance on effective recruiting strategies and tactics. It discusses how to tell compelling stories about the company, market, and technology. It emphasizes the importance of direct outreach, building referrals, and leveraging networks through frequent events. It also covers managing the candidate experience through a strong process, communication, offers, and closing. Finally, it briefly highlights some new recruiting applications and tools.
Good Life Insurance Company has experienced declining sales and agent departures due to poor investment performance following the financial crisis. This has led some major clients to withdraw funds. Deloitte has been hired to help Good Life develop new products to revitalize sales. Some key human capital issues include retaining top agents, aligning compensation with new products, and ensuring employees have the skills to sell the new offerings successfully. Deloitte will need to analyze Good Life's human capital strategy and make recommendations to address these issues as part of developing the new products.
1) The document discusses how career services can transition from being viewed as a cost center to a strategic advantage for universities.
2) It argues that career services must prove its value, have a clear strategic plan aligned with the university's goals, and adapt to changing student and economic realities.
3) The presentation provides recommendations for how career services can change its philosophy, mission, functions, approach, and staffing to become differentiated and better meet student needs.
This document discusses trends in engineering recruiting. It summarizes that recruiting is becoming more operational and data-driven, using metrics to measure outreach, response rates, introductions to offers, and acceptance rates. It also discusses leveraging new tools like GitHub profiles and aggregators to gain a more holistic view of candidates. Alternative sources like online education are disrupting traditional talent pools and creating new opportunities to find skilled candidates. Overall, the trends point to using strategic, data-driven outreach and new web tools to expand and better match talent pools to open roles.
This document discusses techniques for startups to build an engineering team in adverse environments. It recommends experimenting with different hiring channels and focusing on hiring individuals who can optimize business outcomes, not just technical skills. The document also stresses the importance of an intuitive interview process, training programs for new employees, and establishing a supportive work culture with benefits like leave management and opportunities for professional development.
Cielo's UK Talent Rising Summit - Kevin Wheeler Cielo
Kevin Wheeler gave a presentation at the Cielo Talent Rising Summit about the future of talent. He discussed six major trends changing work and recruiting: automation of work, innovation imperative, analytics and assessment in sourcing, the importance of networks and social capital, new organizational structures, and increased collaboration. Specifically, he noted that automation will replace many routine jobs and augment human capabilities. Innovation will be critical for companies and careers will become more mosaic-like. Analytics will enable predictive hiring and passive profiling of candidates. Networks and social influence will be important professional assets. Organizations will become more flat, agile, and collaborative.
Employee Value Proposition in Corporate Human ResourcesSarah Brennan
Employee Value Proposition (EVP) is beneficial in companies of all stages of maturity, but learning how to develop one can be a complex and confusing for even the most advanced organizations. This slideshare will walk you through the steps of developing an EVP that meets the needs of your corporate culture.
Content created and presented by Sarah White & Associates, LLC a Human Capital Market Strategy and Advisory firm. We provide best practices and market education to corporate Human Resource teams around talent and integration of technology technology into employee lifecycle. We also partners with vendors to improve their offerings to best meet the needs of practitioners.
Learn more or see full speaking schedule at www.SarahWhiteLLC.com
This event was sponsored by Achievers employee recognition software. Learn more about them at www.Achievers.com
Adapting global brands in china 2013 — Mark Baldwin & Phill Lane, OxusFutureToday
Выступление коллег FutureToday по международной сети OneAgent, Марка Болдуина и Фила Лейна из компании Oxus, с замечательной презентацией про Employer branding в Китае.
The modern Recruiter's Guide LinkedIn essentialsLinkedIn
The document discusses what makes a modern recruiter and provides tips for using LinkedIn effectively. It includes quotes from recruiting experts that define a modern recruiter as someone who is a business generalist, salesperson, marketer, and data analyst. The document then provides recommendations for crafting compelling LinkedIn profiles and company pages, using LinkedIn tools to source candidates, and promoting companies as top employers.
EVPs - Beyond the Theory: the challenges of EVP implementationHavas People
More and more organisations are viewing a clearly articulated employer brand as a powerful tool to help recruit – and retain – the right talent.
However, in our experience, the process can falter when we move beyond the theoretical research and creative development stages and actually implement and activate an Employee Value Proposition (EVP) within an organisation.
Graeme Wright, Strategy Director at Havas People; Sarah Cheyne, Global Head of Talent Acquisition Brand and Attraction at Zurich Insurance Group; Nick Francis, Creative Director at Casual Films and Danni Brace, Head of Global Client Development at Havas People explore the issues around EVP implementation – and what you can do to address them.
Case studies on the challenges from a marketing/branding perspective as well as the role of video in bringing the employer branding alive are presented. And we look at a successful example of brand creation and activation from a well-known consumer brand.
Building an EVP from scratch, in-house, super fast, for free, based on real d...LinkedIn Talent Solutions
Andrew Levy, Uber
Researching and defining an Employer Value Proposition (EVP) is one of the most important undertakings an organization can do. After all, EVP is how your employees feel about work and how candidates evaluate you as a potential employer. When done right, a good EVP helps you effectively, efficiently recruit and retain the best talent for your specific culture. Without EVP, your recruiters and employees may not be telling a consistent, truthful story about work.
For most organizations, EVP is a terrifying task -- it requires a significant investment of time and money -- often paid to a consulting firm. I'm here to tell you a different story of constructing an EVP. At Uber, we turned this process on it's head and decided to build EVP quickly and lightly, for free, in house, using tons of data points. Here's how we did it...
Session highlights:
-You and your recruitment team are likely telling/selling the wrong story to candidates about your company without even knowing it. Years of reporting structures, cascading goals, and executive speeches have conditioned us to repeat messaging form the top even if it doesn't match the reality in the ranks.
-Brand definition work does not require monetary investment by the part of HR, recruiting, or brand marketing. An EVP can be researched, defined, and disseminated using completely free tools.
-The success of your EVP project can be measured out in the marketplace with candidates and internally with your employees. Doing the work to understand EVP has much broader implications outside of recruiting and can help illuminate the most impactful HR programming your organization should tackle.
Catch the best of Talent Connect: http://bit.ly/2e5ojNe
We’ve always been an organization with strong values, but scaling our Employer Brand with such rapid growth takes more than a compelling Employer Value Proposition (EVP). We needed to find a way to iterate on our current frameworks. To articulate and capture what makes Hootsuite special, and make it easy for current and future employees to sing from the same sheet of music.
Our answer was to develop an Employer Brand playbook, “A Guide to #HootsuiteLife.” The playbook was developed to share the why, what, and how we approach Employer Brand; including examples of Employer Brand campaigns and how our peeps can bring them to life. Focused primarily on equipping our talent department, we also wanted to build something that our employees felt equally empowered by.
Use this playbook to inspire your own employer brand.
Building a Best-in-Class Recruiting FunctionRecruitDC
A company is only as exceptional as the people in it, and to get exceptional people, a strong recruitment process is a must. Whether you’re building a recruitment process for the first time or want to optimize a current one, Brian Fink will provide guidelines and resources that will get put your process ahead of the pack. From understanding your needs to providing a positive candidate experience, we'll create a comprehensive and actionable process that will nurture candidates and eliminate bottlenecks! At a glance we will focus on:
Knowing your must-haves from your nice-to-haves
Understanding what success will look like in the role
Attracting active and passive talent
Nurturing candidates until the timing is right
Social networking has been part of the recruiting landscape for some time, but as prospective hires become employees, companies are using social tools to streamline work processes associated with onboarding new hires.
Companies are finding that by leveraging social technologies they can create communities for new employees that provide opportunities for learning, mentorship and peer identification quickly reducing training time and strengthening company culture at the same time.
During this session you’ll hear how companies are delivering gold-medal onboarding by:
Pre-distributing benefits and learning materials
Facilitating employee introductions and collaboration prior to new hire orientation
Pinpointing mentors and birds of a feather
Using 360º performance reviews and transparency of actions to provide true measure of employee success.
Social Recruiting, Talent Acquistion and Recruitment in 2015Crexia
Social Recruiting, Talent Acquistion and Recruitment in 2015 by Maria Trivellato, Autodesk EMEA - Presented at the Social Recruiting Conference 2011 in Paris
THE CHANGING FACE OF RECRUITMENT: How technology and good marketing practice ...idibu
The presentation focuses on the changing demands on recruiters and how talent marketing software and implementation of good marketing practices can aid this transition to allow recruiters to focus on what is really important – building relationships with candidates.
The document provides tips for modern recruiters on using LinkedIn effectively. It discusses making compelling profile and company page profiles that showcase the recruiter and company culture. It recommends crafting an inspiring profile with rich media and volunteer experience. For the company page, it suggests using video, growing followers, engaging followers with targeted updates, and extending reach through sponsored content. The document also provides examples of inspiring individual profiles and effective company pages.
This document provides information about Jon Ingham and his work focusing on innovation in people and organization strategy. It discusses digital HR and how disruptive technologies are impacting areas like recruitment, communication, learning and development, and performance management. It also summarizes Ingham's views on using teams, communities and networks in new organization models and rewarding employees based on factors like contribution and passion. The document proposes alternative approaches to compensation like basing salary on daily peer ratings and company performance. It concludes by providing contact information for Jon Ingham.
Creating Kick-Ass Users: Principles for Effective OnboardingStefanie Andersen
Onboarding is a critical phase of the user's journey, but the first-time user experience is often neglected during the design process. This presentation draws on principles from game design and instructional design to explain how to make products more engaging and easier to learn.
Increasing Internships , Increasing Placement: Focusing on the Student with F...cdpindiana
This document discusses increasing internships and placement opportunities for students with financial need in Indiana. It describes how the state work study program is being revamped as the EARN Indiana program to focus on experiential learning internships. Key points of the new program include extending eligibility to private employers, simplifying requirements, and enhancing student-employer matching through a partnership with Indiana INTERNnet. The goal is to provide more resume-building internship opportunities for students while giving employers a wage subsidy.
This document provides guidance on effective recruiting strategies and tactics. It discusses how to tell compelling stories about the company, market, and technology. It emphasizes the importance of direct outreach, building referrals, and leveraging networks through frequent events. It also covers managing the candidate experience through a strong process, communication, offers, and closing. Finally, it briefly highlights some new recruiting applications and tools.
Good Life Insurance Company has experienced declining sales and agent departures due to poor investment performance following the financial crisis. This has led some major clients to withdraw funds. Deloitte has been hired to help Good Life develop new products to revitalize sales. Some key human capital issues include retaining top agents, aligning compensation with new products, and ensuring employees have the skills to sell the new offerings successfully. Deloitte will need to analyze Good Life's human capital strategy and make recommendations to address these issues as part of developing the new products.
1) The document discusses how career services can transition from being viewed as a cost center to a strategic advantage for universities.
2) It argues that career services must prove its value, have a clear strategic plan aligned with the university's goals, and adapt to changing student and economic realities.
3) The presentation provides recommendations for how career services can change its philosophy, mission, functions, approach, and staffing to become differentiated and better meet student needs.
This document discusses trends in engineering recruiting. It summarizes that recruiting is becoming more operational and data-driven, using metrics to measure outreach, response rates, introductions to offers, and acceptance rates. It also discusses leveraging new tools like GitHub profiles and aggregators to gain a more holistic view of candidates. Alternative sources like online education are disrupting traditional talent pools and creating new opportunities to find skilled candidates. Overall, the trends point to using strategic, data-driven outreach and new web tools to expand and better match talent pools to open roles.
This document discusses techniques for startups to build an engineering team in adverse environments. It recommends experimenting with different hiring channels and focusing on hiring individuals who can optimize business outcomes, not just technical skills. The document also stresses the importance of an intuitive interview process, training programs for new employees, and establishing a supportive work culture with benefits like leave management and opportunities for professional development.
Cielo's UK Talent Rising Summit - Kevin Wheeler Cielo
Kevin Wheeler gave a presentation at the Cielo Talent Rising Summit about the future of talent. He discussed six major trends changing work and recruiting: automation of work, innovation imperative, analytics and assessment in sourcing, the importance of networks and social capital, new organizational structures, and increased collaboration. Specifically, he noted that automation will replace many routine jobs and augment human capabilities. Innovation will be critical for companies and careers will become more mosaic-like. Analytics will enable predictive hiring and passive profiling of candidates. Networks and social influence will be important professional assets. Organizations will become more flat, agile, and collaborative.
Employee Value Proposition in Corporate Human ResourcesSarah Brennan
Employee Value Proposition (EVP) is beneficial in companies of all stages of maturity, but learning how to develop one can be a complex and confusing for even the most advanced organizations. This slideshare will walk you through the steps of developing an EVP that meets the needs of your corporate culture.
Content created and presented by Sarah White & Associates, LLC a Human Capital Market Strategy and Advisory firm. We provide best practices and market education to corporate Human Resource teams around talent and integration of technology technology into employee lifecycle. We also partners with vendors to improve their offerings to best meet the needs of practitioners.
Learn more or see full speaking schedule at www.SarahWhiteLLC.com
This event was sponsored by Achievers employee recognition software. Learn more about them at www.Achievers.com
Adapting global brands in china 2013 — Mark Baldwin & Phill Lane, OxusFutureToday
Выступление коллег FutureToday по международной сети OneAgent, Марка Болдуина и Фила Лейна из компании Oxus, с замечательной презентацией про Employer branding в Китае.
The modern Recruiter's Guide LinkedIn essentialsLinkedIn
The document discusses what makes a modern recruiter and provides tips for using LinkedIn effectively. It includes quotes from recruiting experts that define a modern recruiter as someone who is a business generalist, salesperson, marketer, and data analyst. The document then provides recommendations for crafting compelling LinkedIn profiles and company pages, using LinkedIn tools to source candidates, and promoting companies as top employers.
EVPs - Beyond the Theory: the challenges of EVP implementationHavas People
More and more organisations are viewing a clearly articulated employer brand as a powerful tool to help recruit – and retain – the right talent.
However, in our experience, the process can falter when we move beyond the theoretical research and creative development stages and actually implement and activate an Employee Value Proposition (EVP) within an organisation.
Graeme Wright, Strategy Director at Havas People; Sarah Cheyne, Global Head of Talent Acquisition Brand and Attraction at Zurich Insurance Group; Nick Francis, Creative Director at Casual Films and Danni Brace, Head of Global Client Development at Havas People explore the issues around EVP implementation – and what you can do to address them.
Case studies on the challenges from a marketing/branding perspective as well as the role of video in bringing the employer branding alive are presented. And we look at a successful example of brand creation and activation from a well-known consumer brand.
Building an EVP from scratch, in-house, super fast, for free, based on real d...LinkedIn Talent Solutions
Andrew Levy, Uber
Researching and defining an Employer Value Proposition (EVP) is one of the most important undertakings an organization can do. After all, EVP is how your employees feel about work and how candidates evaluate you as a potential employer. When done right, a good EVP helps you effectively, efficiently recruit and retain the best talent for your specific culture. Without EVP, your recruiters and employees may not be telling a consistent, truthful story about work.
For most organizations, EVP is a terrifying task -- it requires a significant investment of time and money -- often paid to a consulting firm. I'm here to tell you a different story of constructing an EVP. At Uber, we turned this process on it's head and decided to build EVP quickly and lightly, for free, in house, using tons of data points. Here's how we did it...
Session highlights:
-You and your recruitment team are likely telling/selling the wrong story to candidates about your company without even knowing it. Years of reporting structures, cascading goals, and executive speeches have conditioned us to repeat messaging form the top even if it doesn't match the reality in the ranks.
-Brand definition work does not require monetary investment by the part of HR, recruiting, or brand marketing. An EVP can be researched, defined, and disseminated using completely free tools.
-The success of your EVP project can be measured out in the marketplace with candidates and internally with your employees. Doing the work to understand EVP has much broader implications outside of recruiting and can help illuminate the most impactful HR programming your organization should tackle.
Catch the best of Talent Connect: http://bit.ly/2e5ojNe
We’ve always been an organization with strong values, but scaling our Employer Brand with such rapid growth takes more than a compelling Employer Value Proposition (EVP). We needed to find a way to iterate on our current frameworks. To articulate and capture what makes Hootsuite special, and make it easy for current and future employees to sing from the same sheet of music.
Our answer was to develop an Employer Brand playbook, “A Guide to #HootsuiteLife.” The playbook was developed to share the why, what, and how we approach Employer Brand; including examples of Employer Brand campaigns and how our peeps can bring them to life. Focused primarily on equipping our talent department, we also wanted to build something that our employees felt equally empowered by.
Use this playbook to inspire your own employer brand.
Building a Best-in-Class Recruiting FunctionRecruitDC
A company is only as exceptional as the people in it, and to get exceptional people, a strong recruitment process is a must. Whether you’re building a recruitment process for the first time or want to optimize a current one, Brian Fink will provide guidelines and resources that will get put your process ahead of the pack. From understanding your needs to providing a positive candidate experience, we'll create a comprehensive and actionable process that will nurture candidates and eliminate bottlenecks! At a glance we will focus on:
Knowing your must-haves from your nice-to-haves
Understanding what success will look like in the role
Attracting active and passive talent
Nurturing candidates until the timing is right
Social networking has been part of the recruiting landscape for some time, but as prospective hires become employees, companies are using social tools to streamline work processes associated with onboarding new hires.
Companies are finding that by leveraging social technologies they can create communities for new employees that provide opportunities for learning, mentorship and peer identification quickly reducing training time and strengthening company culture at the same time.
During this session you’ll hear how companies are delivering gold-medal onboarding by:
Pre-distributing benefits and learning materials
Facilitating employee introductions and collaboration prior to new hire orientation
Pinpointing mentors and birds of a feather
Using 360º performance reviews and transparency of actions to provide true measure of employee success.
Social Recruiting, Talent Acquistion and Recruitment in 2015Crexia
Social Recruiting, Talent Acquistion and Recruitment in 2015 by Maria Trivellato, Autodesk EMEA - Presented at the Social Recruiting Conference 2011 in Paris
THE CHANGING FACE OF RECRUITMENT: How technology and good marketing practice ...idibu
The presentation focuses on the changing demands on recruiters and how talent marketing software and implementation of good marketing practices can aid this transition to allow recruiters to focus on what is really important – building relationships with candidates.
The document provides tips for modern recruiters on using LinkedIn effectively. It discusses making compelling profile and company page profiles that showcase the recruiter and company culture. It recommends crafting an inspiring profile with rich media and volunteer experience. For the company page, it suggests using video, growing followers, engaging followers with targeted updates, and extending reach through sponsored content. The document also provides examples of inspiring individual profiles and effective company pages.
This document provides information about Jon Ingham and his work focusing on innovation in people and organization strategy. It discusses digital HR and how disruptive technologies are impacting areas like recruitment, communication, learning and development, and performance management. It also summarizes Ingham's views on using teams, communities and networks in new organization models and rewarding employees based on factors like contribution and passion. The document proposes alternative approaches to compensation like basing salary on daily peer ratings and company performance. It concludes by providing contact information for Jon Ingham.
Creating Kick-Ass Users: Principles for Effective OnboardingStefanie Andersen
Onboarding is a critical phase of the user's journey, but the first-time user experience is often neglected during the design process. This presentation draws on principles from game design and instructional design to explain how to make products more engaging and easier to learn.
Increasing Internships , Increasing Placement: Focusing on the Student with F...cdpindiana
This document discusses increasing internships and placement opportunities for students with financial need in Indiana. It describes how the state work study program is being revamped as the EARN Indiana program to focus on experiential learning internships. Key points of the new program include extending eligibility to private employers, simplifying requirements, and enhancing student-employer matching through a partnership with Indiana INTERNnet. The goal is to provide more resume-building internship opportunities for students while giving employers a wage subsidy.
Stories from across the pond how uk career services collect and use destinat...cdpindiana
The document discusses how UK universities, such as the University of Oxford, collect and use destinations data about their graduates. It describes how Oxford's Career Service collects data through a mandatory survey called DLHE that tracks graduates 6 months after graduation. The data is used to publish employment outcomes on websites and guide students, identify trends, and engage alumni. The future may bring changes to how destinations data is collected and applied in the UK.
Fall 2013 Conference Keynote Presentation-Dr. Linda Grosscdpindiana
This document discusses challenges with traditional metrics of college outcomes like job placement rates and proposes alternative approaches. It argues that placement rates are an antiquated metric that lacks consistency in methodology and allows for misrepresentation of data. Instead, it advocates for multidimensional measures that capture the full student experience including academics, internships, leadership activities, study abroad and civic engagement. It presents Michigan State University's destination survey as a case example and discusses how institutions can leverage various sources of student data to develop practical accountability measures in real time that better reflect student learning and preparation for their post-graduation destination.
The document provides recommendations for developing effective surveys, including:
1) Keep surveys simple, specific, and easy to understand; ask factual questions before opinions.
2) Structure questions from easy to hard and place important questions early to prevent survey fatigue.
3) Place demographic questions at the end and avoid double-barreled questions that can't be fully answered.
It also discusses pre-testing surveys, administering anonymously, analyzing results, and being available for questions.
This document discusses using social media to connect with students from a career center perspective. It outlines that students use social media to connect with friends, find out what others are doing, and learn about hobbies. Students expect career centers on social media to provide networking opportunities, professional advice and information, and basic reminders. The document then provides tips on developing a social media strategy, building relationships, and using key platforms like Twitter, Facebook, and LinkedIn to engage students.
Stories from Across the Pond: How UK Career Services Collect & Use Destinatio...cdpindiana
This document discusses how UK universities, including the University of Oxford, collect and use destinations data about their graduates. It provides background on Oxford's Careers Service and some key parameters in UK higher education. The main data collection method is the Destinations of Leavers from Higher Education survey, which universities conduct 6 months after graduation to track employment outcomes. Oxford publishes its destinations data online through Tableau for use in career advising, identifying trends, and alumni engagement activities. The document also notes some pros and cons of the current destinations data collection approach in the UK.
The document provides recommendations for designing effective surveys. It discusses understanding the survey design process and writing questions according to best practices. Key recommendations include keeping the survey simple, starting with easy questions, placing important questions earlier, avoiding double-barreled questions, using "other" response options carefully, testing the survey, and preparing for administration and analysis. The goal is to measure what you want to learn from students in a clear, engaging manner while following social science standards.
Career centers and libraries leading togethercdpindiana
This document discusses a presentation given by the Director of McMillen Library and the Director of Career Services at Indiana Tech about career information literacy and the benefits of collaboration between career centers and libraries. They define career information literacy as combining information literacy skills with career-focused learning. They discuss how collaboration can strengthen services for students by providing greater access to career resources. Examples of collaborative activities provided include cross-promoting events and resources, educating each other's staff, and jointly sponsoring workshops. Attendees are also asked to share their own best practices for library-career center collaboration.
Career development through the lens of positive youth developmentcdpindiana
The document discusses core competencies for youth workers, which provide a framework for competent child and youth work. It outlines five core competency areas: child & youth development, families & communities, program environments, program content/curriculum, and professionalism. Within each area are specific competencies youth workers should demonstrate through their knowledge, skills, attributes, and abilities. Core competencies are important for developing training, evaluating performance, and validating the field of youth work as a profession. The Indiana Youth Worker Core Competencies were developed through statewide collaboration to address the need for well-trained practitioners and define the profession.
IWIS is a consortium effort between the Indiana Department of Workforce Development, Commission for Higher Education, and Department of Education to integrate education and workforce records. It was created in 2007 to understand educational outcomes. IWIS infrastructure includes physical servers, governance agreements between partner agencies, an advisory group of stakeholders, and funding carried by DWD. IWIS contains extensive education and workforce data used to analyze pathways, progress, predictors and performance of Hoosiers. Examples of IWIS data analysis include annual institution and wage reports and research studies supporting Indiana organizations.
This document discusses a center called the Center for Measuring College Student Behaviors and Academics at Indiana State University. The center measures student growth in domains like critical thinking, communication, and citizenship. It summarizes findings showing that fraternity/sorority involvement and engagement in relation-rich activities are linked to higher growth. The document also notes that students tend to underperform on goals setting and oral communication skills. It advocates defining student success more precisely to better support students.
Career exploration trip presentation for cdpi (1)cdpindiana
The document describes career exploration trips organized by IU SPEA to connect students, alumni, and employers. The trips involve industry panels with alumni and employer representatives, site visits to companies and organizations, and an evening networking event. Requirements include securing alumni/employer contacts, facilities, and funding for travel. Benefits are connecting students to career opportunities and allowing staff and alumni to share experiences. Costs involve student travel, meals, staff time, and promotional materials. Extensive pre-trip planning and follow-up is required. Resources and examples from past trips in Washington D.C. and Chicago are provided.
This document discusses the economies of Asia, focusing on communism in Asia, a comparison of technology and patents between Japan and China, and China's future economic plans outlined in its Five Year Plan to transition away from reliance on cheap labor and exports by boosting domestic consumption and developing advanced industries like machinery, aircraft, energy, and environmental equipment, while also increasing wages, education, healthcare, and modernizing farming through government intervention. The conclusion notes there are economic uncertainties ahead for China's leaders as it implements its new economic model.
The document discusses prostaglandins, including their classification, biosynthesis, physiological effects, and inhibitors. It summarizes a 1971 study that discovered the mechanism of action of aspirin and other NSAIDs. The study found that incubating guinea pig lung tissue with arachidonic acid leads to increased production of prostaglandins PGE2 and PGF2α over time. Aspirin, indomethacin, and sodium salicylate were shown to inhibit this prostaglandin production in a dose-dependent manner. This established that aspirin-like drugs work by inhibiting the enzyme that synthesizes prostaglandins from arachidonic acid.
The document discusses the positive job outlook for 2015 graduates. It reports that US college hiring is projected to increase 8.3% over 2014 levels according to a survey by the National Association of Colleges and Employers (NACE). Employers expect hiring to grow as start-up companies and small businesses expand. They also want to build their talent pools to replace anticipated retirements. Starting salaries for bachelor's degree holders are also expected to rise 3.6%. Employers seek candidates with strong leadership, teamwork, communication, problem-solving and work ethic skills. Degrees in business, engineering, computer science and math are most in demand. The article provides tips on using resources like the career center, internships, networking
Human Analytics and The Predictive Index May 2010Robert Friday
This document summarizes a presentation about using human analytics to improve business performance. It discusses assessing employees' personalities and behaviors using the Predictive Index assessment tool to ensure the right people are in the right roles. Implementing this approach can help companies better manage their human capital, maximize individual performance, foster innovation, and gain a competitive advantage through evidence-based management. The presentation outlines Predictive Success Corporation's solutions and next steps for working with clients.
Sector career pathways and apprenticeship 2.0 presentation august 2018 mother...kollerv
This document discusses using sector strategies and apprenticeship programs to better connect education and employment opportunities in the Motherlode region. It provides examples of how sector strategies have targeted in-demand industries like manufacturing, health care, and construction. Apprenticeship programs blend classroom and on-the-job training to teach occupational skills while students earn a wage. The document points to the Swiss apprenticeship model as an example of an integrated education system that is oriented toward the labor market. It argues that scaling up youth apprenticeship programs in California could reduce unemployment and student debt while boosting the state's economy.
Unemployment rates are trending up in Utah and nationally while new hiring is cautious. Companies have work but are trying to complete it with existing resources. This means workers must think of themselves as free agents, always looking for their next project to stay employed. Individuals need to focus on indispensability by demonstrating their value and return on investment. They also need findability by optimizing their online presence on websites like LinkedIn and managing their personal brand. Developing an "I am" statement that clearly communicates what they do can help potential clients and employers find and hire them.
This document provides an overview of a presentation on gaining employment. It discusses how the job market has changed and become more complex with the rise of technologies like social media. Old methods like resumes, interviews, and job ads have been replaced by online profiles, video interviews, and targeted job boards. It emphasizes developing personal branding and emotional intelligence to stand out. It proposes that a gainful employment course should cover topics like personal branding, networking, interview skills, and enhancing one's value to employers. The document promotes a career development program and kit that teaches owning your career through developing a unique value and compelling brand on social media.
Four Steps to a World-Class Internship ProgramMonster
Want to ensure your business is getting the MOST from your internship program? OR are you trying to get a program off the ground but not sure where to start? You’ve come to the right place. In this jam-packed, 1-hour webinar Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will dive in to the specifics of what makes internships successful and what you must do to produce a bottom-line return for your organization.
You’ll learn best practices from the biggest names in business, including measurable ways to:
* Structure your program
* Find your future rock stars
* Onboard effectively
* Keep interns engaged
* Evaluate your success
If you are relying on internships to recruit new grads (or plan to in the future), this webinar is a must-attend!
The document summarizes career preparation services available at Western Carolina University. It discusses a study that found gaps between how prepared for employment recent college graduates feel versus how prepared employers feel they are. It then analyzes how WCU's institutional learning outcomes align with the skills employers say are important. The outcomes focus on skills like critical thinking, problem solving, communication and ethics. WCU provides experiences like internships, externships and partnerships with career services to help students develop these skills and improve their career preparation.
Where Do I Go From Here? Career Insights from the Author of Get the JobPamela Paterson
Pamela Paterson is an international best-selling author and senior business analyst consultant who has worked with over 50 organizations. She wrote the #1 international best-seller "Get the Job: Optimize Your Resume for the Online Job Search". In this presentation, she discusses identifying career goals, determining skills needed to meet goals, and applying a scientific approach to job seeking. She outlines common myths about resumes and job searching, and provides strategies and steps individuals can take to get their desired job, including documenting their current state, desired future state, and obstacles to address.
The document discusses career development for seniors and the changing nature of careers. It notes that individuals now have 6-12 jobs and 3-5 careers over their lifetime. Career management is an ongoing responsibility. Employers seek skills like communication, teamwork, initiative and entrepreneurial skills. The career development model involves self-assessment, exploration, self-marketing and decision making. Experiential learning through internships is important for applying classroom knowledge. Career development services help students and faculty with career coaching, internships, job fairs and resources.
Students on LinkedIn: What They're Doing and How to Engage Them | Talent Conn...LinkedIn Talent Solutions
There are over 30 million students and recent graduates on LinkedIn. Learn about LinkedIn’s latest initiatives, including our CheckIn app, to further engage the college and university crowd, the fastest-growing segment of our global membership base.
See more studies on University Recruiting: http://lnkd.in/univrecrt
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about CheckIn: http://linkd.in/GO2YCm
We all know that the competition for talent is fierce. More importantly, the rules of the game are changing. With the rise of social recruiting and shifts in what Millennials want out of their careers, it's more important than ever to be aware of the recruitment landscape and have a strategic plan when you arrive on campus this Fall.
Universum America's Vice President of Advisory Services, John Flato, will explore trends on:
- Winning your best hiring class through technology
- Adapting to a globalizing recruitment stage
- Aligning yourself with Millennial career preferences
This webinar will not just explore changing in campus recruiting, but how you can adapt.
The document provides tips for job hunting in 2014, including 13 proven ways to get a job interview such as asking friends and family for referrals, attending career fairs, and volunteering. It emphasizes preparing for interviews by researching the employer and position, having examples that demonstrate the required skills, and showing a positive attitude. The document recommends following up after interviews by sending a thank you note and checking on the hiring decision after a week. It also provides tips for online profiles like maintaining privacy settings and monitoring search results.
OGSA - Attract, Select, Train and Retain, A Great Team - McKinley SolutionsMcKinley Solutions
Building the right team can really make or break your year. With only a core few on the team year round, staffing up each season provides both an opportunity and a challenge. We will walk through in detail the steps needed to form a great team. Starting from before they become an employee until they move on to the next stage of their career, each step is critical.
Attracting and selecting team members is no small job as you know. We will walk through the practical steps to make this easier for you. We show you how to not only confirm skills, but assess for culture fit with your team. From tips and templates to maximize today’s technology to attract great people to establishing a consistent selection process we will help start off the season on a great foot.
Engaging and training team members is your biggest challenge as it requires great planning in the off season and even greater day to day energy to connect with the 4 generations in the work force. Legislated training is a must, it does not mean it needs to be a bore. Ongoing mentoring and leadership is the focus you should have on training, it is a culture not and event.
Empowering and retaining is a tricky one, with such a season impact on your business. Now that you have a great team, how do you keep them, how do empower them to the next level, how do you get them to come back next season? Learn some techniques from exit interviews to off season communication and seasonal leadership roles that will increase empowerment and retain the best of the best.
What major trends will affect companies and the workforce in 2017? In this McCormick Group presentation, we report on the future of hiring and employment, what subject matter experts are saying, and how companies can recruit and retain the best employees.
The document provides guidance on choosing a career, including:
Rule 1) Choose a career you really enjoy. Rule 2) Do thorough research. Rule 3) Make your career meaningful to you. It also discusses factors to consider like interests, skills, values and goals. The document emphasizes exploring options, getting advice, following your passion, and daring to try something new.
PGA of Ontario - Human Resource Leadership for the Golf IndustryMark Thompson
In today’s rapidly changing world, golf professionals need to realize that their greatest asset is their employees, and that effective people management is a key factor in their
overall success. Strong Human Resource practices are vital to YOUR success A manager’s most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them.
Sometimes you will have to hire, fire, and discipline or evaluate
employees. This session will highlight key best practices through the hiring process, from performing a skills inventory to conducting the interview; discuss orientation; and cover some issues that face operational leaders of team in the Canadian Golf Industry.
5 essential steps to a social talent brand featuring skyLinkedIn Europe
Lauren Fogarty, Media Solutions Consultant at LinkedIn explains the importance of Talent branding and the essential steps to employee and social media engagement to spread the word on your workplace. This presentation features results from Sky’s employment branding activity on LinkedIn – with thanks to Lee Yeap.
The document discusses retaining employees in a strong economy. It notes that up to 60% of employees intend to leave their jobs this year, so retention is critical. Workplace flexibility is a key driver of retention and engagement. The document then outlines different types of flexible work arrangements and how companies like KPMG implement flexibility successfully. It provides tips for building flexibility into an organization's culture to improve retention.
Specialized Events: Meeting the Needs of your Studentsicice
The document discusses strategies for planning specialized events at universities to meet the needs of millennial students. It recommends considering student expectations, interests, and career trends when developing events. Suggested event types include networking nights with alumni panels on different career fields, customized events like a global careers series, and collaborating with student groups. An internship opportunity is described to assist with planning a networking nights event series, involving tasks like marketing, event coordination, and evaluations.
This document discusses increasing internships and placement for students with financial need in Indiana. It summarizes the presentation by Janet Boston and Amanda Stanley on the IMPACT awards program, facts about internships leading to job offers, definitions of internships, benefits for employers and interns, and the mission of Indiana INTERNnet to increase experiential learning opportunities in the state. It also outlines recommendations to change the state's work study program to the EARN Indiana program, which provides wage subsidies to employers that hire students for experiential learning internships.
This document discusses issues around measuring and reporting post-graduation outcomes or "placement" data. It argues that current terminology and methodologies are outdated and inconsistent. The document advocates for more transparency around how data is collected and defined, including response rates, timing of surveys, and clear definitions of terms. It presents alternatives for measuring outcomes that consider a wider range of student experiences like internships, leadership activities, study abroad and civic engagement. The document concludes by discussing how institutions can better leverage various sources of student data to develop multidimensional measures of outcomes and learning.
IWIS is a consortium of Indiana state agencies that links education and workforce data to analyze student outcomes. It integrates K-12, postsecondary, and workforce data from the Department of Education, Commission for Higher Education, and Department of Workforce Development. IWIS uses this linked data to study the pathways, progress, predictors and performance of students and workers in Indiana. Examples of IWIS analyses include reports on college readiness, the relationship between education and earnings, and unemployment experiences in different regions.
Painting the Picture of Graduate Employment: Detailing the Process of Collect...cdpindiana
The document discusses the process of collecting, maintaining, and reporting graduate employment data. It explains that career services collects employment data from graduates through surveys. This data is stored in a data warehouse system and used to generate an automated report on graduate outcomes. The report includes breakdowns of employment by campus, term, and program. It also shows how new reporting criteria focus on employed versus not employed outcomes rather than in-field, related-field, and out-of-field placements. Maintaining accurate and complete graduate employment data allows the institution to understand program performance and graduate success.
Moving Toward a Better Understanding of what Employers 'Want' from College Gr...cdpindiana
This document discusses research from the Center for Measuring College Student Behaviors and Academics at Indiana State University. The research examines factors that influence student success, such as engagement in student organizations and managed relationship-building activities. Findings indicate that Indiana students tend to perform slightly higher than national averages. The research also evaluates definitions of student success and how colleges can better define and measure this construct to improve student support services.
A survey of Hoosiers found that while most are willing to take risks and support innovation, many companies lack resources to explore new ideas. The top barriers to innovation were lack of funds, uncertain demand, and high costs. While over half of companies have resources to help innovation, few partner with colleges or use available tax credits. There is also a communication gap between CEOs who believe their culture fosters innovation, and staff who are less confident in support for risks, failures, and rewards for creativity. Technology businesses were most positive about innovation.
College and Career Pathways in Indiana are high school course sequences that link secondary and post-secondary education, allowing students to earn industry certifications or college credits. They are focused on high-wage, high-demand careers in Indiana or emerging career areas. The pathways plans involve students exploring options in grades 9-10 before concentrating on a specific pathway in grades 11-12. A three-phase pilot program is underway from 2009-2014 to develop and implement pathways across the state so that every student has access to a pathway.
Beth Haggenjos presented on Ready for Work 2011, an innovative approach developed by IU School of Informatics Career Services to deliver candidates to employers during a period of economic downturn and budget constraints. The program directly connects students and alumni to employers through a publication highlighting students' skills and qualifications. The first pilot in 2010 was well-received by both students and employers, leading to hiring. Ready for Work 2011 refined the timing and distribution process, with employers receiving the information during a busy recruiting period and requesting more candidate profiles. Moving forward, the career services council is exploring expanding the program to additional schools to better connect students and employers.
The document summarizes a presentation about developing a statewide career readiness certification program for college students in Indiana. It outlines the proposed goals of validating students' career preparation, consistency across schools, and recognition among employers. Example programs from other universities are reviewed, as are the National Career Readiness Certificate skills assessment. The draft criteria for the Indiana Collegiate Career Competency Award include developing professional identity, gaining professional experience, and learning key skills. Employer feedback supported the proposal as addressing important skills but suggested some changes. Next steps discussed finalizing the program and promoting adoption.
Professional development session cdpi fall 2010 confcdpindiana
This document outlines an agenda for a professional development conference focusing on leading with strengths. It includes sections on the importance of professional development, conducting a SWOT (strengths, weaknesses, opportunities, threats) analysis, and creating a professional development plan. Participants are guided through an individual and group exercise to identify their strengths and weaknesses in their career field, as well as opportunities and threats in the external environment. The document provides an example professional development plan based on the results of a sample SWOT analysis. It concludes with information on a leadership panel at the conference.
Jennifer Fisher will discuss her rules for technology use, favorite online tools including chat/messenger functions, texting services, photo editing sites, Google Voice for voicemail transcription, and polling sites. She will also cover the CDPI website and how to use it to find resources, career opportunities, networking, and their blog. Attendees are invited to text questions or comments during the presentation.
1. Change or Be Changed
Demonstrating the Relevancy of
Career Services
Curran Career
Consulting for CDPI
October, 2010
2. Sheila J Curran
Career strategy consultant to colleges and
universities
Career coach for students and graduates
Former executive director, Duke Career
Center, and director, Brown Career Services
Coauthor, Smart Moves for Liberal Arts
Grads: Finding a Path to Your Perfect
Career, Ten Speed Press, 2006
Nationally known writer and speaker on
career issues
Website: curranoncareers.com
3. Wikipedia: The “Great Recession” lasted from December, 2007 through June, 2009
Curran Career
Consulting for CDPI
October, 2010
The Great
Recession is
OVER!
4. Good News from NACE, Job Outlook 2011
Curran Career
Consulting for CDPI
October, 2010
NACE employers project a 13.5% increase in hiring on top of a 5.3% increase in 2010. That follows over a 20% decrease
in hiring in 2009. 24.4% of graduating seniors who applied for jobs had one in April, 2010, vs. 19.7% in 2009.
5. The Unemployment Rate for College Graduates under 25 with a Bachelor’s Degree is close to an all time high, at 9.6%.
17,000 fewer graduates have jobs in September, 2010 vs. September, 2009
Curran Career
Consulting for CDPI
October, 2010
6. Graduate success in finding desirable work or education affects matriculation, retention, alumni engagement, and the
reputation of their alma mater. Careers offices must connect their work to important institutional issues.
Curran Career
Consulting for CDPI
October, 2010
The Institutional Impact of Careers
Matriculation
Retention
Alumni Engagement
Institutional Reputation
7. Salaries for College grads are not keeping up with inflation, while the cost of education has consistently increased above
the rate of inflation. Multiple surveys attest to the importance of career preparation to school selection.
Curran Career
Consulting for CDPI
October, 2010
Parental and Student Demand for ROI
• Overall cost of education at private 4-
year college=39K in 2010
• Annual increase in cost of education
over 10 years from 1998-2008 was
5.6%
• Average salary for new grads between
2004 and 2008 rose only 2.6% a year
• A college’s success in getting its
graduates good jobs is considered very
important in college selection by 56.5%
of entering freshmen
8. Curran Career
Consulting for CDPI
October, 2010
“If you don’t like
change, you’re
going to like
irrelevance even
less”
-General Eric Shinseki,
Veteran Affairs Secretary
9. Career Services offices must make conscious efforts to avoid the fate of the Dodo.
Curran Career
Consulting for CDPI
October, 2010
10. Curran Career
Consulting for CDPI
October, 2010
Four Strategies to Achieve Relevance
1) Make careers a university wide issue; involve university leaders, faculty,
alumni, students, parents, friends and employers
2)Prove your value
3)Set appropriate expectations
1) Be visible
Take the lead: Tell your bosses what you plan to do and why. Identify the
problems you intend to solve. Value is NOT the absence of negatives.
11. Curran Career
Consulting for CDPI
October, 2010
• Do you have metrics and data that support your value
proposition?
• Do you have a strategic plan that relates your goals to those
of your division and your institution?
• Do you walk the talk? Have you adapted to new economic
realities? How proactive are you?
Prove your value
Take the lead: Tell your bosses what they should expect of you. Value is
NOT the absence of negatives.
If you don’t know where you’re going, how will you know if you’ve successfully arrived? Make sure your goals will
advance your students and your institution.
12. Set Appropriate Expectations
Curran Career
Consulting for CDPI
October, 2010
Re-define your mission
Educate your boss and college leaders
Become the institutional career expert
Don’t try to do the impossible; just go beyond the expected
13. If your department was eliminated, would students revolt, complaining to
the President? Why do students think you exist?
Curran Career
Consulting for CDPI
October, 2010
Get on the Radar Screen
Be responsive to student needs: Be
ahead of the game
Make sure everyone is on board and
has a role
Become a careers subject matter
expert
Blog, write, present
14. Change is much easier when there are common goals, office-wide participation and trust
Going Forward on the Same Page
• Involve staff and students in
establishing goals and
services
• Teach each other
• Play to your strengths
Curran Career
Consulting for CDPI
October, 2010
15. It can’t be business as usual any more. We have to come up with a new model.
Curran Career
Consulting for CDPI
October, 2010
“Our situation is not unlike General
Motors in that our profession has
been operating on an outdated
model which doesn't necessarily
speak to what consumers are
looking for. Or how jobs get filled.
The one size fits all approach
definitely has seen its day.”
Skip Sturman, former director,
Dartmouth Career Services
16. “Everyone has to learn to think differently, bigger…open to possibilities.” – Oprah Winfrey
Curran Career
Consulting for CDPI
October, 2010
Becoming a strategic asset: A new model
Philosophy
Mission
Approach
Functions
People and Structure
17. You need to be the place that helps students enhance the value of their particular education through
information, connections and opportunities.
Curran Career
Consulting for CDPI
October, 2010
Philosophy
• Linked to education, in and out of the
classroom
• Linked to career success beyond the
academy
• Linked to student interest and values
• Specific to a particular institution
18. You can’t be everything to everyone, without working a hundred hours a week. Don’t buy into the “mission
impossible” syndrome.
Mission
Curran Career
Consulting for CDPI
October, 2010
• Well-defined audience
• Well-defined purpose
• Well-defined goals
19. If another organization can perform a function more effectively or less expensively than you, let go of that
function.
Functions
• What are core functions?
• Where do you provide unique services?
• What could be outsourced?
• Where could you collaborate for mutual benefit?
• What could you stop doing?
Curran Career
Consulting for CDPI
October, 2010
20. If you’re worried that students don’t use your services, don’t hire a marketing person; concentrate on meeting their
current needs effectively, and they will come!
Approach
Data-driven
Quick to react to student and organizational needs
Opportunistic and entrepreneurial
Collaborative
High tech/High touch
Pragmatic and proactive
Curran Career
Consulting for CDPI
October, 2010
21. The new career services model is messy. It will incorporate counseling and employer relations functions, but
staff will increasingly be orchestrators of opportunity.
People
Connectors
Collaborators
Adaptive and flexible
Knowledgeable about education and work
Experts and generalists
Curran Career
Consulting for CDPI
October, 2010
22. “When thought becomes excessively painful, action is the finest remedy.”
—Salman Rushdie
Take Action
Conduct an honest internal assessment
Don’t be afraid: Request an external
assessment
Write and communicate a compelling
strategic plan
Find allies
Don’t be bound by the past
Get on the ice!
Curran Career
Consulting for CDPI
October, 2010
23. “Even if you’re on the right track, you’ll get run over if you just sit there” – Will Rogers
To Be a Strategic Asset
You have to know your value to
your students and your
institution
You have to prove your value with
data
You have to communicate your
value
YOU HAVE TO BE WILLING TO
CHANGE!
Curran Career
Consulting for CDPI
October, 2010
24. Questions/Reactions?
Curran Career
Consulting for CDPI
October, 2010
Continue the conversation in the
next session, or following the
conference:
Sheila J. Curran
401 861 2278
Curranoncareers.com
curranoncareers@gmail.com
Editor's Notes
The great recession is over. According to Wikipedia—along with plenty of economic think tanks--we’re out of the woods. The downturn started in December, 2007 and ended over a year ago.
Well, it’s true that the banks may be in a better situation, but for those of us in the careers world, we’re still dealing with the worst job situation most of us have ever seen.
What I’m going to do today is an environmental scan of the challenges faced by careers offices and the students they serve. Then, we’ll spend most of time discussing how our offices can become relevant in this very difficult environment.
There is, of course, some good news:
NACE employers project a 13.5% increase in hiring on top of a 5.3% increase in 2010. That, of course follows over a 20% decrease in hiring in 2009.
More good news is that 24.4% of graduating seniors who applied for jobs had one in April, 2010, vs. 19.7% in 2009.
But, I think we should be a little cautious in interpreting signs of recovery.. The total number of employers surveyed by NACE was 197, only 55 of whom, by the way, were from the midwest.
So how do your students feel about the employment situation?
Would your students, thinking about their careers, identify more closely with the emotion on the left or on the right?
The fact is, students are very worried about their futures, and with good cause. Here’s why: when most people talk about unemployment rates for college graduates, they are talking about the overall rate which includes young and very experienced graduates. That unemployment rate has been between 4 and 5 percent for most of the past two years. It’s a high rate, comparatively, but it’s not awful.
But look at the statistics for college grads with bachelor’s degrees under the age of 25, and there’s a very different story. The unemployment rate of this group was 9.6% last month—even higher than the same month in 2009. There were, in fact, 17,000 more graduates under 25 who were unemployed this September than in the previous year.
The situation is even worse for those new grads who decided to ride out the economy by getting a master’s degree. Master’s degree candidates did even worse in the employment stakes than bachelors’ grads. in September, 2010, they faced a 12.3% unemployment rate.
What do we make of this? I think what the Bureau of Labor Statistics data is telling us is that even though the jobs picture is improving, there is a lot of pent-up demand for those jobs. Our students are facing an increasingly competitive job market. Small wonder then that 85% of them now go home to live after graduation.
Economists expect a very slow jobs recovery, so the class of 2011 has reason to worry. And they need our offices to be at the forefront of helping them find acceptable positions as quickly as possible. We can’t hide behind the economic bad news. If our offices can’t make a difference to students’ prospects in bad times as well as good, why are we here?
Clearly, a best practices career services office affects the lives of its students, and perhaps even its alumni. It also makes a difference to the college or university where it resides. That’s because graduate success in finding desirable work or education affects matriculation, retention, alumni engagement, and college reputation.
So, you might think that the silver lining in all the dire economic news is that presidents and provosts and VPs are finally paying attention to careers offices. In fact, in January 1999, I made a bold prediction to that effect. But, as they say, “not so fast”.
Have any of you received an immediate influx of funds to help students beat the odds and find fantastic jobs?
Are you players at the strategy table with senior leaders?
Do you get the sense that your senior leaders want you to do much more than hold the hands of worried graduates?
Later in the presentation, we’ll talk about some strategies to get your point across to senior leaders, but in the meantime, it’s worth thinking about ways that your Career Services office can contribute to areas that higher education typically believes are much more important priorities.
Your president is likely to care a great deal about how to recruit great applicants, how these applicants can be encouraged to matriculate and the extent to which they graduate within 6 years. Matriculation and retention are major issues these days. And, almost certainly, your senior leaders will be concerned about having successful alumni who reflect well on your college and—hopefully—open their wallets.
Careers offices can have a huge impact on institutional goals, but it will be up to the career director and staff to convince senior leaders of the important role they play.
We have some natural allies in the promotion of excellent career services because students and parents alike understand the importance of career preparation.
It’s not surprising. The average cost of private education may come close to, or even exceed the median US household income. Tuition, room and board increases are running
2.9% over the rate of inflation.
At the same time, average salaries for new grads rose only 2.6% a year between 2004 and 2008—and those were the good years!
Parents and students are worried. And increasingly, they are choosing schools because of their perception that those schools prepare students well for their futures.
What is curious is that after matriculation, there is almost a leap of faith that the school will take care of a student’s career needs and will have the personnel and resources to do so. If only they knew! But the fact is, most parents groups are not demanding greater services from the careers office.
We are often our own worst enemies, dealing with the day to day, rather than thinking strategically. Typically, careers offices have not been willing to get out there and talk to parents about the employment situation. We have not laid out what their sons and daughters need to do while they are in school to prepare themselves. And, we haven’t been out there, visibly demonstrating that we can make a difference in their students’ lives.
Change is essential.
CHANGE.
Most people hate change, and I think if you looked at the Myers Briggs profiles of the people in this room, you’d discover that career services staff are probably no different from the general population. And, yet, change has to happen. Because career services are already becoming increasingly marginalized on campus. In a recent survey that I conducted of 16 careers offices, not one office had had an operational budget increase, and several had experienced very large budget decreases.
Not only are budgets being cut, but the career services function is being pushed further down the organization chart, often with four layers of management between the director and the president. The reality is, Career Services offices are in danger of becoming irrelevant.
To use General Shinseki’s quote which you see on this slide “If you don’t like change, you’re going to like irrelevance even less”.
At this point, there are probably some of you who are saying to yourselves that you’re actually quite glad to be further away from the eagle eyes of senior administration cost-cutters. It may seem like a blessing that they’re not holding you accountable for the inability of your students to find work, simply blaming it on the economy. That certainly sounds like you’re off the hook. But it’s actually very dangerous, because if a careers office isn’t able to at least mitigate the effects of a poor economy can it really claim to be relevant?
None of us want to go the way of the Dodo.
What I’m going to talk about now are four strategies to achieve relevance.
The first is making careers a university-wide issue. For too long, careers offices have operated in their own orbit, divorced from other parts of the institution. Relevance will depend on getting out on campus, understanding the academic environment, and making the case for a concerted and coordinated push to help students achieve their post-graduation goals.
The second strategy is to prove your value. To do that you’re going to need data.
Third, we’ll talk about setting and communicating expectations
And, finally, we’ll discuss why it’s essential to be visible—in person and on paper
The first question to ask yourself is: Do you have metrics and data that support your value proposition? Decision makers respond to data. Think about what data you are collecting and find ways to use the data to tell your story or to get you the right attention. One thing to bear in mind is that your metrics need to prove learning or other important outcomes. Any of you who have been through an institutional accreditation will know what I mean!
There are two other questions you need to ask:
• Do you have a strategic plan that relates your goals to those of your division and your institution? Align your office goals with that of the institution. If you do that, you’re likely to get greater support not only from college leadership but also from other units.
• Do you walk the talk? Have you adapted to new economic realities like you’re requiring students to do? How proactive are you? Moving quickly when the economy is in flux is essential. Don’t wait for directives from your supervisor. Identify what changes need to be made, make them, and communicate your vision to your boss.
We are continuously asked to do more and more, of course with no new resources. As a result, our missions are becoming so broad that they have become watered down. When our mission statements no longer help us to focus our work, it’s very easy to become misguided and sometimes misdirected. It’s time to renegotiate our missions to gain greater focus and clarity on what the priorities are for our offices.
As our missions become less focused, they become less relevant for our senior leaders. As a result, access to the senior leadership may become reduced and our participation in strategic planning on the larger scale may not exist. If we aren’t at the table, we’ll have a hard time influencing the direction the institution is headed or worse, not be in the position to communicate how career services is a relevant member of the campus community. If we want to play a key role in our institutions, we will need to educate our bosses and leaders about what we do, and how we can help the college achieve its goals.
We have to be the institutional experts on careers. And that means talking and writing about the career issues that affect our students. We need to understand what it will take for our students to get hired, and what would make employers select or reject a candidate. The more we talk about careers, the more everyone on campus will see us as the people who can help, even in difficult times.
If you think honestly about how you’re viewed, and you think your image could use some work, how do you get people to start thinking about you differently?
One place to start is by asking yourself what students really need most from your careers office, right now, in 2010. It’s really tempting when your budget is cut to decide that you won’t do anything new. In my opinion, that’s the worst thing you can do. This is the time to address student needs, even if it means killing a few sacred cows. Maybe it’s time to put your flagship program on hiatus for a year, so that you can deal with more compelling problems.
This is not just about the director of a careers office. Everyone needs to be on board, and everyone has a role to play. Some people are better at presenting; some at writing; some at organizing; some at counseling; and some behind the scenes. Everyone can be an expert in something. But if you’re in a careers office, someone better be the careers subject matter expert. The more you blog, write and present, the more visibility you will get personally —and it’s good visibility for your institution, too.
When I wrote my book, Duke University encouraged me to do tv and radio interviews and gave me media training; from their perspective, my success was their success.
It’s a temptation during times of change for the director to make all the decisions. But it’s never been more critical for everyone on the staff to pull together, share, and implement ideas. It is, however, the director’s responsibility to provide a clear vision and direction, so that all energy can be spent on the most critical tasks. The director plays a key role in ensuring that there is a university-wide approach to careers.
One of the great things about change is that it’s an opportunity for growth and learning. Embrace that learning, and figure out who on your staff has expertise in a particular area. Then, commit to teaching each other what you don’t know.
There’s a litmus test for your success in moving forward: Students must see its value. It’s worth asking yourself the difficult question “if my department was eliminated, would students revolt, and complain vehemently to the president? If the answer to your question is no, or you don’t know, it’s time to re-think the way you do business”.
Are you a General Motors or an Apple in the way you do business?
Think about what you’d like students to say about you, and build your programs and services around that. Do students want more coaching about job search strategies than counseling, or vice versa? Are they asking you for connections, or simply better ways to tap into the connections they have? Are they looking for ways to translate the learning they gain through a liberal arts education into words that an employer will understand? You get the picture. The actual outcomes are for you to decide. But the bottom line is that in order for you to be valued, you have to be accountable for something, and you have to articulate exactly what you’re responsible for.
As Skip Sturman says, we’ve been operating on an outdated model. The one size fits all approach has definitely seen its day. It’s now up to all of us to think about how we can provide exceptional value to our students, our stakeholders and institutions. Our existence depends on it.
When you’re considering how you might change your operations to more effectively manage in 2011, it’s important that five factors work together. The first things you need to consider are your philosophy and your mission. Then identify your approach and what functions you plan to perform, taking care to consider which functions you might need to change, outsource or eliminate. Finally, you’ll need to design an organizational structure that supports all of the above.
Your philosophy will be unique to your institution, but if you can relate career development and success to education in and out of the classroom, and if you can link your services to student interests and values, you are likely to be seen as an essential contributor to your college or university.
Wherever possible, find ways to bridge classroom and career. Find faculty friends and discover what they want for their students. See if you can establish a collaborative relationship with academic advising.
Your mission should identify who you serve, why your office exists and the broad scope of what you intend to do. Mission statements should be quite short, and can be supported by objectives that show how you plan to accomplish the mission. The important point to remember is that you cannot be everything to everyone. It’s better to be accountable for a few really important things than to try to do it all. Plus, as we all know, the work never ends, and it’s really important to make sure that you and your colleagues can feel a sense of accomplishment, rather than being overwhelmed.
Working hard has always been important, but working smart, combined with sensible delegation is paramount.
This is where the meat of change happens; this is where it also becomes clear that it’s not business as usual.
Of all the questions on this slide, the one that is always most difficult to answer is what could you stop doing.
Saying no or discontinuing a service is not an easy thing to do. But, once you weigh what is important to your institution with some of the other priorities in your office, you will likely need to let go of something. Consider where there seems to be duplication. If your office is spending time providing a service that is also offered elsewhere, consider discontinuing it. A good example might be alumni services. If your alumni affairs office is promoting your services perhaps you can partner with them on a more creative level so THEY can triage alumni requests for career services.
The hardest part is trusting that if you give up an important responsibility, it will be done somewhere else, and it will be done just as well.
Through your approach, you will demonstrate that this is no longer business as usual.
No longer will you be doing things just because you’ve always done them. In this brave new world, you’ll use data to identify needs, challenges and successes. From there, you’ll decide what tasks to do and how to do them
You will need to be nimble. Your website will be continuously updated. If employers complain that students can’t articulate their skills, you’ll immediately develop a program to address the situation
You’ll understand the importance of taking advantage of opportunities. If an alumni is coming to town next week and is willing to coach students who want to get into sports marketing, you’ll make it happen
When you discover the Modern Language department is sponsoring an alumni panel presentation on international careers, you’ll volunteer to co-sponsor and get the word out
You’ll hire a student worker who is tech savvy to guide you on how to reach students most effectively through social media. You’ll let students train the staff, and encourage them to blog about your office
Finally, you’ll be pragmatic and proactive. You’ll recognize that there aren’t enough hours in the day to do everything you want, but you’ll make your whole staff is keeping the platesspinning in the air
To be relevant, and to demonstrate that relevance is going to require some new job descriptions:
The kinds of people who will be successful in this new career services model are those who are comfortable with ambiguity and change. They’ll need to be connectors and collaborators—the kind of people who have an eye on the goal but don’t need to be in control.
These difficult times also require staff to be adaptive and flexible, and to get out of their offices to find out what their students are facing in the real world.
The new career services model is messy. It will incorporate counseling and employer relations functions, but staff will increasingly be orchestrators of opportunity.
Re-visioning Career Services and making bold changes takes courage. It means doing a SWOT analysis to identify your strengths and weaknesses in the context of new client needs. It means identifying opportunities, and leveraging resources and relationships. If you’re like most people, this is hard. We can give this advice to other people, but it’s much harder to take a long, unbiased look at what you, personally, are doing.
This may be a time to request an external assessment. Yes, that costs money, but one thing you can do as part of the assessment, is to ask the external reviewers to help you figure out where you could potentially save money, while still providing essential services. Many people are afraid of external reviews, but if you initiate one and partner with the reviewers, what you gain is an external perspective that is really helpful when you’re up to your ears in alligators.
To be successful, you need to have confidence that the direction you’re taking is the right direction for your school, and then find allies to collaborate with you and spread the message across campus.
Wayne Gretzky, the greatest ice hockey player, attributed his success to knowing where the puck would be, not where it was. That’s what you need to do with your career program.
When you know what you want to do, write a truly compelling strategic plan and communicate it. Find a way through your plan to make your boss successful, and you’ll get all the support you need!
If all this seems too hard, just take Salman Rushdie’s message to heart “When thought becomes excessively painful, action is the finest remedy.”
We’ve talked about the economic and institutional context for the Career Services office of 2011
We’ve identified particular ways in which you can change, as well as how to revision a Career Services office and its staff for 2011,
and finally
We’ve talked about action steps you can take to make sure that your office is seen to contribute to essential college or university goals
Essentially, this whole session has been about how to make the Career Services office not only relevant, but a strategic asset for your institution. It’s not easy, and it will require understanding, validation and communication. But it’s essential for survival.
Here are three things you can do immediately after this seminar to start the process of effective change in the Career Services office of 2011:
Identify your value proposition for students and the outcomes for which you will be responsible
Identify which are the on-campus and off-campus partners with whom you can collaborate to expand your reach
3) Finally, Start talking with your bosses about how you can help them and your college or university be successful through the work you do in Career Services
The career rules for this new decade have not yet been written. So I leave you with one last question: Will you set the agenda, or will you let others do so for you?
Possible questions
Can you talk about what you mean by viral marketing?
This is a lot to think about, we are up to our eyeballs in managing the day to day work. How do we find time to be strategic?
We have a small office of 2 staff members, where should we start in leveraging our connections?
What is the best strategy for getting our message across to senior leaders?