TM - March 2008 - (Page 26)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning Benrey’s company has a product that electronically reviews jobs and resumes and finds the best qualified candidates for companies. The more recent innovation, allows candidates to provide their resumes, and Trovix scours the Internet electronically for job openings that match the candidates’ expertise. When these positions are easy to get in touch with them face-to-face and feel like you really made an impression or made an impact,” she said. “After speaking to someone faceto-face, you had a feeling of whether or not you were interested in the company and also if they were interested in you,” Muka said. “Just applying online and looking at the Web site doesn’t give you a feeling of whether the company is interested in you.” The job fair made it easy for a college student to conduct a job search and meet companies, but there was a downside to it, Muka said. “It was a high pressure situation, and it was very nerveracking,” she said. At Penn State, the job fair was really the only time to impress a company, Muka said, as the more relaxed information sessions were only for those candidates who were scheduled for an interview. Muka said companies should set up information sessions for everyone in a comfortable setting so that the high-pressure scenario of a job fair isn’t the only time candidates meet with potential employers. What is a Good Recruitment Plan? College graduates don’t all have dollar signs in their eyes. They’re leaving the collegiate experience expecting to find similar stimulation and development opportunities in their first professional offcampus job. Hiring managers need to tailor their recruitment strategies to reflect this. found, they are delivered to the job seeker’s inbox. Benrey’s company has automated the first half of the recruitment process, but he believes the second half of recruiting is still an incredibly personal experience. “You need to be online because your constituency, young folks, is online. You need to reach to them wherever they are, but you also need to set up face time, and they need to come meet you. At the end of the day, it’s a very personal business,” Benrey said. “The first half of recruiting is making two entities even know that each other exists, but the second level is the truly personal aspect of meeting them and providing nonthreatening environments, in which they can find out more about the company.” A Recent Graduate’s Perspective There’s only so much talent available, and everybody wants some. To ensure you are hiring the best and brightest, Contomanolis said the best recruitment model has to be aggressive, creative and strategic. • Make an appearance on campus. Go to job fairs, do meet and greets, connect with the faculty, work with student organizations and make yourself visible among the students. • It’s not a one-size-fits-all approach. Connect with students on several different platforms. • Tailor your message to your audience. It’s the same scenario when job seekers submit their resumes and cover letters, in reverse. • Be genuine. No matter what your recruitment strategy is, students must sense your sincerity and interest. “Young folks are pretty savvy. They’re going to want to talk to friends who are [at the company], visit the [company] campus. They want to touch it and feel it,” Benrey said. “You have to be very genuine with them; you can’t go make up some bogus campaign and hope that people just line up.” When Shannon Muka, who graduated this spring from Pennsylvania State University, was looking for her first job out of college, the most obvious place to go was a job fair because putting a face and name with a company was key to finding an employer. “[With] companies coming on campus, it was very March 2008 26 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - March 2008

TM - March 2008 Editor's Letter Contents Human Performance - The Paradoxically Gifted Leading Edge - Reverse Engineering: Shifting Focus to HR's Cause Learning Connection - Sharing Talent On the Hunt for Talent Unlock Employee Motivation Through Personality Testing HR Crucial to Executive Compensation Process Downtown Management: Surfing May Not Be Slacking Think Tanks Aid Government in Talent Management Creating Consistency: Enterprise-Wide Succession Plans Battle Retention Deficits With On-Boarding Sunbelt Rentals: A Mid-Level View of HR From the Trenches Butterball: No Chicken When It Comes to Talent Management Advertisers' Index Editorial Resources Full Potential - Choosing Change

TM - March 2008

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