How are the best Fortune 1000 talent leaders addressing their hardest university recruiting and entry-level talent issues?
Every year, IRC interviews and surveys thousands of students on hundreds of campuses nationwide to support our talent acquisition and university recruiting leaders in their hardest work.
Diversity and inclusion is a pervasive priority; virtual and digital engagement grows in importance each year; retention and conversion are no longer givens; even the best brands now must compete, ferociously. The frontier of innovation in campus recruiting is littered with proven approaches to even the hardest issues. IRC brings that frontier cut insight – the strategies that truly work – to its membership.
One’s competitive standing on campus – and with interns – is neither readily obvious nor fixed. The path to improvement lies in the details – how students view you, how those views were formed, the impact of your strategies and internships, and your largest reasons for winning or losing talent.
• A new landscape of diversity-specific recruiting channels has emerged
• Despite placing more importance on D&I in the recruiting process, URM talent still view the process as much less inclusive than their peers.
• The burden of proof falls to firms to demonstrate inclusiveness, both through the recruiting process and as an internal reality.
• Companies competing for first-mover status are pushing campus timelines earlier.
• Recruiting timelines are being disaggregated from early impression and branding timelines.
• Earlier timelines necessitate greater attention in students' longer post-acceptance periods.
• Companies are increasingly looking to virtual assessments to evaluate ever-growing pools of applicants.
• Virtual assessments are building momentum in breaking the 'core school' paradigm.
• Top companies view virtual assessments as strategic enhancements rather than efficiency drivers.
• Companies are increasingly looking to technical talent, both to fill new digital and engineering roles & for business functions.
• Tech majors possess a distinct set of hesitations about considering roles outside of tech companies.
• The most successful companies are able to overcome these hesitations by offering unparalleled clarity into appealing roles.
• Companies are increasingly looking towards social media as a point of initial brand exposure
• Technology vendors are emerging to offer replacements for nearly every function within the recruiting process
• Top firms are augmenting their recruiting processes with virtual enhancements
• A majority of interns at least consider the idea of exploring offers at competitive firms during an internship.
• The population of interns who report clear company loyalty decreases in direct proportion to the quality of the return process.
• When the return process is overly difficult, retention becomes no different than applying to other firms.