Going Back to School with an Effective Campus Recruiting Program






One of the things I enjoy the most about being an analyst is the opportunity to speak with Bersin members about the Talent Acquisition issues they’re facing. Last spring, we started getting a lot of questions about campus recruiting programs, e.g., How should we structure our campus recruiting program? Do you have any frameworks, metrics, or other guidance for developing a campus recruiting strategy? What metrics should we use to measure program success?


In response to this member demand, I’m excited to announce that we’re publishing a new research report today, Developing an Effective Campus Recruiting Program, that answers these questions and more.


Why should organizations invest the time and resources in a campus recruiting program? Campus hires can provide organizations with a consistent pool of workers in today’s talent-constrained global business world, with 73 percent of large organizations hiring interns to fill full-time positions.[1] Campus programs boast high retention rates with 69 percent of campus hires remaining with an organization after five years.[2] This is good news, given that employee turnover can be costly.


Campus recruiting can deliver additional strategic benefits by helping organizations manage talent gaps and elevate their profiles as potential employers on campuses. It also can bring fresh and diverse perspectives to the organization on topics ranging from technology to contemporary workplace policies.


To help organizations assess the current state of their campus recruiting programs and identify opportunities to develop a strategic approach, the report outlines six critical steps:

·        Create a compelling business case. Present convincing business reasons for increased investment and commitment to campus programs, such as how they can tap rich talent pools, reduce turnover, and help build leadership pipelines. Presenting a clear vision for your recruiting efforts is critical to creating an effective program.

·        Identify stakeholders and decision-makers. A large number of individuals need to champion, support and ultimately manage program development and implementation. Executive buy-in and support are likely to contribute to the overall success of a campus program.

·        Develop strategy and tactics. A campus recruiting program may satisfy a variety of needs, from traditional internships and cooperative programs to entry-level positions and even experienced hiring. Organizations should align their campus recruiting initiatives with their overall talent acquisition strategy and develop a work plan.

·        Determine a budget. Some campus recruiting programs fail to launch due to lack of financial support from leadership. Set a realistic budget and look for ways to optimize efforts by using niche job posting sites, hosting virtual job fairs, and partnering with local universities.

·        Align resources. As the need to hire more skilled entry-level staff and interns in competitive fields grows, organizations should look to individuals from the business, former interns, and college alumni networks to help align campus strategies and program execution.

·        Ensure sustainability. Delivering a sustainable program requires anticipating emerging business needs and continued identification of the successes and shortcomings of a current campus recruiting program. Assessing ROI and the value of the program will be the truest measure of a program’s success.


Interested in learning more? Download the complimentary WhatWorks® Brief and join Denise Moulton and me for an online webinar, Going Back to School: Developing a More Effective Campus Recruiting Program, on February 24, 2015 2:00 p.m. ET.


As always, feel free to add a comment below, connect with me on Twitter @RAEricksonPhD, or by email at rerickson@deloitte.com









This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.

Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.


[1] Source: “Infographic: Internships Survey and 2014 Internship Trends,” Internships.com, January 23, 2014, http://www.internships.com/eyeoftheintern/news/idc-news/internships-survey-2014-internship-trends/ .

[2] Source: “2014 Internship & Co-op Survey,” National Association of Colleges and Employers, April 2014, http://www.naceweb.org/uploadedFiles/Content/static-assets/downloads/executive-summary/2014-internship-co-op-survey-executive-summary.pdf .  

Robin Erickson

Vice President, Talent Acquisition Research Leader / Bersin, Deloitte Consulting LLP

Robin leads talent acquisition, engagement, and retention research for Bersin, Deloitte Consulting LLP. Recognized as a thought leader in her areas of expertise, Robin offers more than 20 years of experience, including prior experience in talent strategies consulting and research for Deloitte’s Human Capital practice. Robin led Deloitte’s global Talent 2020 longitudinal survey series and her work has appeared in several issues of Deloitte Review and in Deloitte’s Global Human Capital Trends reports. She holds a doctoral degree in organizational communication and change, as well as a master’s in communication, from Northwestern University. Robin also has a master’s degree in theology from Northern Seminary and a bachelor of arts from the University of Chicago.

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