When it comes to investing in the future of your organization, establishing clear metrics is crucial. Yet far too many companies still don't have a strong understanding of ROI when it comes to campus recruiting. Register now for the webinar, Getting a Return on Investment from Campus Recruiting - Metrics that Matter, to learn how you can increase recruiter effectiveness, quality of hire, and reduce costs before you even step on campus this Fall. Universum America's Vice President of Advisory Services, John Flato, will dive into: - The fundamental pillars of a campus recruiting program - Why you need to use metrics - and how to measure success - What you need to understand your return on investment

1. John Flato, July 2015
Getting a Return on Investment from Campus
Recruiting: Metrics that Matter

2. 2
About Universum
With over 25 years of experience
researching the field of Employer
Branding, Universum is a recognized
world leader with tried and tested
frameworks.
Universum annually conducts
quantitative and qualitative research
with over 1,000,000 talented individuals
to gather insights into their career
preferences, communication habits, and
their perception of potential employers.
For our clients around the world,
Universum is a trusted partner
providing solutions and services to
develop, improve, and implement
tailored Employer Branding strategies.
Universum is the thought leader in
Employer Branding, with local experts
in research, consulting, and
communication solutions, offering high-
quality insights.
Universum’s unique global reach
ensures the comparability of research
results across markets. We partner
with approximately 2,000 of the top
academic institutions in the world.
Universum employs smart, friendly,
and professional experts and
consultants, who work with our clients
in long-term partnerships.
EVERY YEAR
1,000,000

3. 1 million students across 50 countries share their
career preferences in the Universum Talent Survey
3
SingaporeJapan ThailandMalaysia Vietnam
ASIA/PACIFIC
Chin
a
Australi
a
IndiaHong Kong IndonesiaUSA
Argentina Chile Peru
AMERICAS
MexicoCanadaBrazil
Cost Rica Panama
Columbi
a
Ghana
Nigeria South
Africa
AFRICA
Kenya
AlgeriaMorocco
Austria Germany Switzerland
SwedenNorwayFinlandDenmark
Russia Italy
France
UKSpainPoland
Holland IrelandBelgiumUkraine
Czech
Republic
Greece
Portugal
PakistanKazakhstan
EUROPE
Turkey

4. 4
Sample Client List
Some of the world´s most attractive employers

5. About today’s speaker: John Flato, Campus Recruiting
Veteran
5
John Flato, Vice President of Advisory Services has more than twenty
years experience managing the corporate campus recruiting function,
running a career services department, and consulting with more than
sixty clients on all facets of university recruiting.
• CORPORATE LEADERSHIP: AlliedSignal (Now Honeywell), CIGNA, and Ernst &
Young/Capgemini
• UNIVERSITY: Georgetown MBA Career Services Director; Johns Hopkins U faculty
• CONSULTING FOR 9+ YEARS With Universum, Vault and own Business
• NUMEROUS SPEAKING ENGAGEMENTS AND AWARDS from NACE and EMA
Projects Delivered
• Strategy design and implementation
• Global school selection
• Custom surveys
• Training, documentation, outsourcing
and more
• Agilent
• AT&T
• BASF
• BP
• Campbell Soup
• Cisco
• Dell
• Deloitte
• GE
• IBM
• IFF
• J&J
• Macy’s
• Medtronic
• Merck
• RBS
• Schlumberger
• Shell
• Tyco International
• Walmart
Selection of more than 60 clients
across all industries

6. Agenda
6
Justification for the Campus Recruiting Program
Metrics that Matter: What, When, How
1
2

7. The 7 “R’s” of campus recruiting
7
• Rigor
– Calendar (forecast of goals, schedules on campus and internally)
– Weeding out (schools, recruiters, costs, supervisors)
• Return on Investment
– Tracking the appropriate metrics and costs
• Robustness
– Campus Team, Executive involvement
• Relationships
– Faculty, administration, clubs
• Reporting
– Routinely
– Various levels of management
• Rewards
– Cash, performance ratings, stretch assignments
• Recognition
– With CEO, intranet, gifts
Radically change your program

8. Does your culture have a
philosophy for acquiring talent?
1 2 3
Buy
Borrow
Build
8
Three predominant models when it comes to acquiring talent: Three B’s

9. Reasons to establish, or upgrade
a university recruiting program
• Growth
• Turnover
• Pending retirements
• New technologies and
skillsets are needed
• Build from within
reputation
• Cost reduction
• Diversity Improvement
• Intern programs
• No former company
cultures
The pillars for a campus recruiting program
9

10. You’ll need to determine…
• What you are investing
• Where your investment
will come from
To best understand ROI:
Financial
resources
10
Human
Capital
From which
departments?
Beware of the Golden Rule

11. Where you’ll obtain the
resources for your investment
Financial
resources
11
 Corporate headquarters
 Business unit or Function
 Foundation or Philanthropy
Office
 Diversity & Inclusion
 Public Affairs or
Communications
 Corporate Research

12. Corporate/Headquarters
• Manage and create
relationships at key schools,
Executives, coordinators,
event planners, training
programs
Business unit or Function
• Executives, recruiters,
interviewers, event planners,
coordinators, marketers,
campus team volunteers,
supervisors of new grads and
interns, trainers
Others
• Career fair attendees, social
media practitioners, corporate
branding professionals,
corporate philanthropy
12
Human
Capital

13. Metrics that Matter: What can or should be
tracked?
13

14. Validates your
campus recruiting
program
3
UR should be
managed like a
business
1 2
Builds a case for
changes or additions
to your program
WHY USE METRICS?
14
Banks and Consulting Firms analyze everything

15. Metrics should…
Metrics should tell a
story. Not just for
data, but for
analysis.
15
 Measure what actually matters
 Aligned with organization’s
changing goals (diversity,
new technologies, etc.)
 Influence decision makers with
facts
 Continuously evolve
 Revisit annually to improve
performance

16. The Basics
16
Funnel statistics
Offer/Accept Ratio
Intern conversion rates
Diversity statistics
% from your key
schools
% to your hiring
plan

17. What to include in funnel statistics
17
Represent the number of recruits in your pipeline at each stage of the recruiting
process
# of Applicants
# of First Round Interviews
# of Second
Round Interviews
# of Offers
Extended
# of
Hires

18. Sample presentation of funnel statistics
18
100
88
50
47
25
20
15
10
0
20
40
60
80
100
120
Number of
Students in
ATS
Number of
Students Who
Applied
Number Invited
to First-Round
Interviews
Number of
First-Round On-
Campus
Interviews
Number Invited
to Second-
Round
Interviews
Number of
Second-Round
Interviews
Conducted
Number of
Offers
Extended
Number of
Acceptances

19. Reporting on Those You Hired
19

20. Example of a monthly report
20
Undergraduate report
Business
Unit/Function
Goal Hires to Date % of Goal Female % Minority % Targeted School % GPA Former intern %
Program or
Function A
Program or
Function B
Program or
Function C
Research Labs
Finance
HR
Supply Chain

21. Example of a monthly hiring chart with YoY data
21
2015 Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Program A 18 28 37 69 105 143 182 187 211 229
Program B 4 6 19 22 35 48 62 89 89 89
Fin 0 2 5 13 13 13 13 13 13 13
S/C 0 1 5 7 7 7 7 7 8 8
Total 22 37 66 111 160 211 264 296 321 339
% of Goal of 300 7% 12% 22% 37% 53% 70% 88% 99% 107% 113%
2016 Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Program A 20 20 30 47 53 79 102 141 141 149
Program B 5 8 12 39 40 42 42 43 43 44
Fin 4 6 9 12 12 12 12 12 12 12
S/C 3 4 5 7 8 8 8 8 8 8
Total 32 38 56 105 113 141 164 204 204 213
% of Goal
Of 250
13% 15% 22% 42% 45% 56% 66% 82% 82% 85%

22. 25%
21%
20%
18%
16%
Computer Science
Finance
Electrical Engineering
Supply Chain
24%
76%
Female Male
Gender
38%
62%
Graduate Undergrad
Grad v. Undergrad
17%
83%
Minority Non-Minority
Underrepresented
Minorities
Breakdown of Acceptors
22
% from Targeted
Universities
40%
60%
Targeted Universities
Non-targeted Universities
Major

23. Sample intern conversions
23
100
56
33 32
40
34
0
10
20
30
40
50
60
70
80
90
100
Interns Eligible for
Recruitment
Received Full-
Time Offer
Accepted Full-
Time Offer
Received 2nd-
Year Offer
Accepted 2nd-
Year Offer

24. Campus recruiting balanced scorecard Q3
24
Goal Q3 Score Q4 Score Q1 Score Q2 Score
# campus hires 150 10
# intern hires 200 40
% intern
conversion
75% 25%
Acceptance rate 50% 40%
% accept female 33% 10%
% accept minority 33% 10%
Hiring Manager
Satisfaction
4.0 4.0
Candidate
Satisfaction
4.0 4.0

25. Key school
analysis
Recruiter
effectiveness
Quality of hire
Cost per hire
Where will you
prioritize your time?
Staff and Volunteers
• Short term
feedback
• Promotions; salary
progression
• Hiring manager
feedback
• Retention,
• Performance
reviews
• Pre-employment
testing
• Club presidents
Cost savings and
spending
25
ANALYZING YOUR METRICS
Type of hire and
success on the job
Degree, major, race,
gender

26. Polling Question #1
26
Do you measure your cost per hire for new graduate hires?
a. Yes.
b. No.
c. We would consider it.

27. • Performance ratings
• Salary progression
• Promotions
• Retention
• Hiring Managers
• Test scores
• Activities/Leadership
• College/ University ratings
• Gender
• Ethnicity
• Degree Levels
QUALITY OF HIRE
27
Dissect at every level
Quality Measures

28. Polling Question #2
28
Do you measure quality of hire?
a. Yes.
b. No.
c. We would consider it.

29. EXTERNAL DATA TO ACQUIRE
1 2 3
Key
competitors at
each of your
schools
Salaries within
your industry
Best practices
by other
companies
29

30. ADVANCED LEVEL ANALYSIS
30
Regression
Analysis to
Measure
Performance
Factors
LDP or Rotational
Program graduates
• Is it worth retaining
the program?
Recruiter
Effectiveness
Type of Hire
by Major or
Degree
Level-QOH
Interns vs.
those hired
from a
Recruiting
Schedule

31. What do you do with the data?
31

32. USE THE DATA TO YOUR
ADVANTAGE
1 2 3 4 5
Predictive
measures of
performance,
promotions, and
retention
School selection
Change your
processes
Modify your
spend
Analyze your
sourcing
channels
32

33.  Staffing leaders
 HR business partners
 Business unit leaders
 Senior management
Who do you need to involve
and share these metrics
with?
Effectively
report metrics
to executives
33

34. • Progress toward goal
• Diversity statistics
• GPA
• % from key schools
• Balanced Scorecard
Reports and presentations to management
34
• Annual report on all facets
• Costs
• School yield analysis
• Channels (print, S/M, electronic)
Weekly/
Monthly/
Semi-Annually
Annually

35. 35
Let’s recap…
To obtain the ROI and manage a successful campus recruiting effort,
you must:
• Establish the foundation/pillars for creating an campus recruiting
program
• Ensure enterprise recognition that there are financial and human
resource commitments
• Train all employees who will be involved in the program
• Establish a consistent and meaningful employer brand
• Track your progress on those topics that are most meaningful to the
company/organization
• Analyze the results, and act upon them accordingly

36. Thanks…until next time
John Flato
Vice President, Advisory Services
John.flato@universumglobal.com
36