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Feb. 18, 2015 — College campus recruiting is playing a greater role in many
organizations, yet many of these same organizations could do more to drive
innovation and impact in their campus programs. Those are the findings of a new
research report from Bersin by Deloitte, “Developing an Effective Campus Recruiting Program.”
Summarized in a
WhatWorks® Brief, the findings show that campus hires can provide organizations
with a consistent pool of workers in today’s talent-constrained global business
world. More than 70 percent of large organizations hire interns to fill
full-time positions.i Campus recruitment can deliver additional strategic
benefits by helping organizations manage talent gaps and elevate their profiles
as potential employers on campuses. It also can bring fresh and diverse
perspectives to the organization on topics ranging from technology to
contemporary workplace policies. However, simply setting up a table at college
recruiting events is no longer enough to sustain an effective campus program.
scarcity of available candidates for many positions today, more organizations
are making well-rounded campus recruiting programs a significant component of
their talent acquisition functions,” said Robin Erickson, vice president,
talent acquisition research, Bersin by Deloitte, Deloitte Consulting LLP. “There are compelling business reasons for
increased commitment to these programs. For example, according to the National
Association of Colleges and Employers, campus programs boast high retention
rates with almost 70 percent of campus hires remaining with an organization
after five years. This is good news, given that employee turnover can be
costly. But to reap the benefits of campus recruiting, organizations recognize
they need to take a more strategic approach and demand measurable results.”
For example, one
global organization found that a new campus recruiting program was not
converting enough MBA interns into full-time hires, resulting in lost return on
investment. A root-cause analysis showed that while interns reported having
positive experiences, they wanted a more structured internship experience. The
organization subsequently implemented several changes. These included
individual work plans that provided interns with opportunities to develop
professional skills in their functional areas, a structured group project, and
networking events to give interns exposure to different areas of the business.
With these few enhancements, the organization realized a 45 to 50 percent
increase in the offer-to-acceptance ratio during the next year and set the
foundation for future innovation across the organization’s talent acquisition
illustration demonstrates that a well-run recruiting program requires
year-round commitment, planning, and support from the business,” said
organizations assess the current state of their campus recruiting programs and
identify opportunities to develop a strategic approach, the research provides
six critical steps:
Register to join
Robin Erickson, Ph.D., vice president, talent acquisition research, Bersin by
Deloitte, Deloitte Consulting LLP and Denise Moulton, senior research analyst,
Bersin by Deloitte, Deloitte Consulting LLP, for an online webinar, Going Back to School: Developing a More Effective Campus Recruiting Program, February 24,
2015 2:00 p.m. ET / 19:00 GMT
in learning more about Bersin by Deloitte or its WhatWorks® membership may
email email@example.com or call +1 510 251 4400.
About Bersin by
Deloitte delivers research-based people strategies designed to help leaders and
their organizations in their efforts to deliver exceptional business performance.
Our WhatWorks® membership gives Fortune 1000 and Global 2000 HR professionals
the information and tools they need to design and implement leading practice
solutions, benchmark against others, develop their staff, and select and
implement systems. A piece of Bersin by Deloitte research is downloaded on
average approximately every minute during the business day. More than 5,000
organizations worldwide use our research and consulting to guide their HR,
talent and learning strategies. For more information, please visit
http://www.deloitte.com/bersin or http://www.bersin.com.
As used in this
document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of
Deloitte LLP. Please see http://www.deloitte.com/us/about for a detailed
description of the legal structure of Deloitte LLP and its subsidiaries.
Certain services may not be available to attest clients under the rules and
regulations of public accounting.
+1 415 465 2711
“Infographic: Internships Survey and 2014 Internship Trends,” Internships.com,
January 23, 2014, http://www.internships.com/eyeoftheintern/news/idc-news/internships-survey-2014-internship-trends//.