Challenges

Public

Discussion:

Robert,

Exclusive job listings result from close partnerships and these take time to develop. While there is no road map on how to develop these types of partnerships, let me share with you my experience. I found that going above and beyond with employers to understand their needs was the first initial step in developing a close partnership. This meant, I would visit their location, speak with the hiring managers, and ask for an opportunity to be seen as a free resource to do their sourcing and staffing. I would train my advisors to pre-screen candidates, to go through mock interviews with them and to have a deep understanding of their graduates and their match to positions. This helped us filter and recommend candidates who were high matches to open positions and I would request feedback on every candidate explaining that in the beginning of a relationship, the feedback helped accelerate the learning curve of the idiosyncrasies of the employer's hiring preferences. Over time, my office was able to develop extremely close partnerships with employers to the point that some only called us when they needed to hire and others would inform us before a position was publicly advertised. When we had success with employers, we would ask if they had any relationships with other businesses and if they would be willing to recommend us as a staffing solution. Word-of-mouth helped us as well in this way. I hope that provides you with some insight on how my department was able to accomplish some "exclusive" partnerships. We were able to leverage these types of partnerships in multiple ways including holding employer events and getting guest speakers. Here's an example of a large event we were able to hold with many employers being guest speakers for a conference we developed with nothing but volunteers because of the strong partnerships we had: http://youtu.be/qz3Q6-rXVtE.

Robert Starks Jr.

Robert, Exclusive job listings result from close partnerships and these take time to develop. While there is no road map on how to develop these types of partnerships, let me share with you my experience. I found that going above and beyond with employers to understand their needs was the first initial step in developing a close partnership. This meant, I would visit their location, speak with the hiring managers, and ask for an opportunity to be seen as a free resource to do their sourcing and staffing. I would train my advisors to pre-screen candidates, to go through mock interviews with them and to have a deep understanding of their graduates and their match to positions. This helped us filter and recommend candidates who were high matches to open positions and I would request feedback on every candidate explaining that in the beginning of a relationship, the feedback helped accelerate the learning curve of the idiosyncrasies of the employer's hiring preferences. Over time, my office was able to develop extremely close partnerships with employers to the point that some only called us when they needed to hire and others would inform us before a position was publicly advertised. When we had success with employers, we would ask if they had any relationships with other businesses and if they would be willing to recommend us as a staffing solution. Word-of-mouth helped us as well in this way. I hope that provides you with some insight on how my department was able to accomplish some "exclusive" partnerships. We were able to leverage these types of partnerships in multiple ways including holding employer events and getting guest speakers. Here's an example of a large event we were able to hold with many employers being guest speakers for a conference we developed with nothing but volunteers because of the strong partnerships we had: http://youtu.be/qz3Q6-rXVtE. Robert Starks Jr.