Collaborative Recruiting How to promote your consortium, save money and fill jobs

1. Collaborative RecruitingHow to promote your consortium, save money and fill jobs Presented by Kathlene Collins, Publisher Inside Higher Ed

2. Return on collaboration • Academic excellence • Great student service • Innovation and development ALL DEPEND ON HIRING GREAT FACULTY AND STAFF

3. Recruiting is a key investment but your member institutions do it badly A quick test: • Visit a member institution’s home page • Click the link for “prospective students • Go back and click the link for prospective employees If what you see makes you wince, you’re not alone!

7. Recruiting in a tough economy • Every hire counts • Passive candidates – still the best hires • Rethinking old habits • Centralized efforts • Coherent branding • Better outcomes for less Opportunity for leadership

8. How do your members recruit? Most recruiting targets great candidates rather than great hires. Even in today’s economy, the best hires require a little more effort.

9. The best candidate • Has a great resume – it gets updated often! • Is determined to get your job and won’t be discouraged by poor communication • Will enter lots of data (has the time, after all) • Views a job as the END of a long search process

10. The best hire • May NOT be job hunting – even in today’s economy • Comes to explore, not to apply • Must be persuaded, not processed • Views a job as the START of a great new opportunity

11. Value = job “With the job market tight, applicants will jump through our hoops. And be grateful if they get the job.” Value = talent “Hiring a top performer is worth a little extra effort in the recruiting process” How do your members define the employment value equation?

12. The employment brand Job advertising is HIGHLY visible. WHAT ARE YOUR MEMBERS COMMUNICATING?

13. Where would you rather work?

14. Think online dating, not online tax filing • 93% of online job seekers use the Web to research potential employers* • Overwhelming % of job applications come via the Web • Institutions mistake efficient for effective The data in a job system isn’t advertising! * Wet Feet

15. Great people like you work here.

16. Future employees are a key constituency!

17. We’re unique and wonderful – like you

18. The elements of a great recruiting strategy for a tough economy • A compelling employment brand • A Web site that transforms prospects into applications • A candidate-centric focus from start to finish • Cost effective • Efficient

19. What do consortia do? • Promote and administer long-term forms of cooperation that benefit faculty, students, and staff • advance academic missions, generate unique opportunities for students and faculty, and serve the common good by sharing expertise, leveraging campus resources, and collaborating on innovative programs • develop and share ideas, information, programs and resources to achieve its goals • seek innovative methods of investing in new services and containing the costs of higher • education

20. What do consortia do, short version • Cost savings, cost avoidance, time savings • Develop people and increase academic opportunities • Impact and recognition All three well served by a smart recruiting strategy! (Paper? Not so much.)

21. Filling jobs – an opportunity for collaboration • One-stop shopping – why aggregation works • Institutional benefits • Community benefits • Powerful draw to organizational Web site • Dual career couples • Adjunct hiring • Better candidate experience • Improved hiring outcomes for all institutions

22. Build traffic to your consortium site Jobs are second most popular form of content on the Internet; adding jobs = adding traffic For many institutions, jobs constitute 1/3 – 1/2 of all site traffic.

24. Create a coherent “employment brand”

25. The “trailing spouse” issue • Geographically-based consortia benefit from aggregating job content • Dual-career couples most interested in jobs together, rather than specific locations • Search indexing allows jobs at multiple institutions to be found easily • Better outcomes for hiring institutions

26. Adjunct hiring • Growing reliance on adjuncts • Part-time faculty typically work at multiple institutions • Facilitating searches for part-time slots improves outcomes for both sides

27. Practical benefits • COST SAVINGS • Volume buying means lower cost for each institution • Promotion of consortium site = boost to recruiting efforts of all member institutions • TIME SAVINGS • Normalizing job content to consortium site allows for easy cross posting to other recruiting venues

28. Collaborative recruiting • Play to the strengths of consortia • Raise profile of consortium site • Aggregation benefits recruiters and job seekers • Strong branding • Dual career and adjunct hiring • Group purchasing power • Efficient data delivery

29. Contact Kathlene Collins Publisher Inside Higher Ed 1320 18th Street, NW, 5th Floor Washington, DC 20036 http://insidehighered.com Phone: 202-659-9208, x 103 Fax: 202-659-9381 E-mail: kathlene.collins@insidehighered.com