• Tips for Building Your Company Brand On Campus

    Spotlight for Recruiting Professionals
    May 14, 2014

    Effective campus branding encompasses an organization’s overall campus activities—from recruiting to the interviewing and hiring process—says Rosa dela Resma, associate director of university relations and diversity at The Clorox Company.

    “Effective branding on campus provides education and knowledge about your industry, company, and specific job opportunities,” dela Resma says. “Through branding, you communicate your point-of-differentiation among your industry peers, and what candidates can expect from your program and company.”

    She adds that branding also enables employers and candidates to identify mutual fits, and builds and promotes awareness of your organization and your reputation to create desire among your target population.

    Here, dela Resma recommends some best practices for effective on-campus branding:

    • Learn what your candidates want—Strive to understand what your candidates are looking for in a future employer and what is most important to them—company culture/values, diversity/employee resource groups, location, compensation, training and development, mentorship, leadership or cross-functional/global rotational programs, collaboration/teamwork, innovation, flexible work hours, senior leadership accessibility, and more.
    • Develop messaging around your strong attributes—These attributes are what your organization should be known for. Develop and integrate the same messaging across all your on- and off-campus initiatives, activities, and collateral materials, similar to a comprehensive integrated marketing campaign using various social media vehicles.
    • Make career centers an extension of your voice on campus—Develop robust partnerships with career centers. Enlist them to serve as consultants when developing your campus recruiting strategies to identify best and innovative tactics for activation based on changing marketplace conditions and their student population.
    • Solicit the help of employees who are successful at your organization—Find school alums, if possible, but make sure all involved represent and can communicate the culture and values of your organization. These employees do not necessarily have to be senior-level management. Often, recent graduates or mid-level managers are more effective because they are doing the job the recruits would be hired to do, or they are developing and/or training someone in the position.
    • Provide a clear picture of job scope and responsibilities—These include the day-to-day activities of the job; key deliverables and performance metrics; career paths, including cross-functional/global development rotations; and more. Communicate to the candidate what the career/opportunity entails, who is involved in his or her training and development, and how the training will be accomplished.
    • Provide opportunities to teach candidates and keep them apprised about the hiring process—For example, conduct interview workshops and mock interviews to help prepare candidates and give them a good understanding of specific hiring criteria. Doing so promotes your organization’s supportive culture and environment. Likewise, highlight your company’s responsiveness and agility by developing a holistic, integrated interview process, and outlining when and how candidates will be notified regarding the status of their candidacy.

    Rosa dela Resma will team with Rosemarie Demonte, Turner Construction; Jonathan Jones, BlackRock. Inc.; Stephanie Pallante, ARAMARK; and Shawn Tubman, Liberty Mutual to present a NACE preconference workshop titled “Building Your Company Brand On Campus: Avoiding Pitfalls, Adopting Best Practices.” For more information about this and other preconference workshops, see www.naceweb.org/ConferenceExpo/preconference-workshops.htm.