This case study illustrates issues that career centers and employers face in providing students with equitable access to services and opportunities.
One-third of employer URR departments operate as a component of human resources in a hybrid system.
While the overall average recruiting budget for the 2016-17 recruiting year was $491,303, the way employers reported their numbers had an impact on the budget data.
At NACE19, attendees took part in “Inclusive Excellence,” a mega-session led by Alma Clayton-Pedersen and dedicated to diversity, equity, and inclusion (DEI). Some of the materials from that session are provided here.
An employer has a partnership arrangement with a career center and wants special access to diverse students. How does the career center balance its relationship with the employer and its responsibilities to students?
This advisory opinion from the NACE Principles Committee addresses concerns many career centers have in working with international students who are limited by work authorization restrictions.
A senior university official requires the career center to bar a specific employer from on-campus recruiting events due to possible protests.
More than 70 percent of employers identified their university relations and recruiting (URR) department as a component of human resources.
Use the Recruitment Toolkit Worksheet, provided courtesy of Jeff Brzozowski, The Travelers Companies, and Suzanne Helbig, University of California – Irvine, to identify areas of opportunity to leverage career services more effectively to improve recruiting outcomes.
Bonuses for positions involved in college recruiting were determined mostly by company-wide and individual performance measures, not by departmental ones.
With an annual average salary of nearly $110,000, directors are the highest paid core position involved in college recruiting at employer organizations.
Get answers to frequently asked questions about the revised NACE Principles.
NACE’s Principles provide everyone involved in the career development and employment process with an enduring ethical framework on which to base their operations and interactions.
“Being a Successful Mentee,” by Diane Safer, Yeshiva College, provides guidance on how to get the most out of relationships with mentors.
The Diversity and Inclusion Self-Assessment is a tool that can be used to gauge current status and progress toward diversity and inclusion goals.
While the average number of paid holidays for employees in URR functions is fairly consistent, the average number of vacation days ranges more widely.
What attributes do employers find important when selecting target school? They rated majors offered and quality of programs as “extremely important.”
If your organization provides dental insurance and a company-matched 401(k) plan, it’s offering the benefits new hires are seeking most.
Authentic leadership requires a willingness to listen, plus trust, grit, and flexibility. The outcome: greater productivity and job satisfaction among staff.
In terms of URR budget allocation, the majority of funds were slotted for recruiting trips, office overhead, and internship/co-op programs.
The overall average recruiting budget for a URR operation in 2016 was $562,642, an increase of nearly 6 percent over last year.
Employers should not require a candidate’s social media account logins or passwords; it violates NACE’s ethical principles.
RMS has streamlined its recruiting process by incorporating video interviewing.
After accepting a job offer, a female student of color learns the company has a poor reputation with women and Hispanics; she reneges on her acceptance and accepts a offer from another firm. How does the career center address the ethical issues and the employer’s concerns about the student reneging?
This case study looks at how career center staff can address the ethical issues involved when faculty refer and rank students for employers.
A student accepts a job offer and withdraws their candidacy from other companies; the employer rescinds the job offer a month before the job’s planned start date, leaving the student with no job and no on-campus access to other employers. What are the ethical issues involved? What can the career center, student, and employer do?
In this advisory opinion, the National Association of Colleges and Employers explains that career centers should not select students for employers to interview for jobs or internships and reviews the ethical underpinnings of that opinion.
Career centers work to attract students from diverse identify group to use their services. What are the ethical obligations and implications for career centers?
To enhance its diversity recruiting efforts, an organization that has contributed to the university asks the career center to provide a list of BIPOC students and students with disabilities so it can invite them to a special dinner where information about the organization and its job opportunities will be presented. How can the career center address the request and the ethical issues it raises?
Career center staff discuss a student via email, in derogatory and biased terms, and a student worker sees the email messages and notifies the student about what has been said. This case study from the Principles for Ethical Professional Practice Committee examines the ethical implications and how the situation can be addressed.
A student’s identifiable demographics are sent via email by career center staff and shared with others outside of the university. Besides the legal implications, such a scenario has ethical implications, which are addressed by the NACE Principles for Ethical Professional Practice.
Learn how one firm is developing and nurturing its recruiters by offering professional development opportunities through a variety of methods and venues.
This Employer Nondiscrimination Policy Statement can be used by NACE members to indicate that they are committed to providing equal employment opportunity for all persons regardless of race, color, religion, sex, age, national origin, citizenship status (as defined under the Immigration Reform and Control Act), disability, or veterans status.
Rescinding a job offer or acceptance is unfortunate and should only happen in rare instances. This advisory from the NACE Principles Committee considers the relevant ethical issues.
The timing of job offers and acceptances is market-driven. NACE encourages employers to set reasonable deadlines that work for their organizations and students.
Humans have a basic need for three things: autonomy, competence, and relatedness. When these needs are fulfilled among your employees, your company will see of motivation, performance, persistence, and creativity. When any of these needs are hindered, your company will experience the opposite effect.
A sample employer reference letter that may be printed and personalized to suit NACE member needs.
A common mistake many companies make when building a university recruiting (UR) program is to focus on identifying core schools first. While this is a critical task, it’s not one of the first steps to tackle, especially if you need to build a university recruiting program when funds are low. Many companies have tightened their belts in recent years, so UR professionals must be creative with limited resources and human capital; it’s all about delivering more with less. As such, your first order of business should be to look inside instead of outward.
What characteristics should a recruiter possess to be successful? Studies show that recruiter personableness, informativeness, and competence should be considered by the recruiting organizations that are truly interested in increasing the attraction of talent to their organizations.
Percent of employers that allocated more resources to recruit historically marginalized students
NACE September 2021 Quick Poll
Percent of students seeking employer that embraces diversity
2021 NACE Student Survey
Percent of employers with a formal diversity recruiting effort
2021 Recruiting Benchmarks Survey Report