1. Background
2. Demographic Information About the Respondents
3. Business Interest in Students and Graduates
4. Business Commitment to and Effectiveness at Diversity
5. Effective Student Strategies for Promoting Career and Employment Search
6. National Firms Effective at Recruiting Diverse Talent Pool
7. Business Characteristics that Appeal to Students of Color
8. Summary and Conclusions
9. Contact Information
Background
Collaborating with Diversity Best Practices, Inc., Diverse has engaged in a national study to assess the impact of business recruitment and retention practices with minority students and graduates and the relationships that have been created between business and college career services professionals on behalf of students and alumni.
Diverse developed a survey form that was posted on the Internet for electronic responses from career services and student service providers at the nation’s colleges and universities. Representatives of public, private, two-year, four-year, undergraduate and graduate institutions were targeted by the study that was conducted in the spring of 2006. Responses were received from a representative mix of 234 institutions. Following review of the data, this compilation and analysis of the statistics was prepared.
Collaborating with Diversity Best Practices, Inc., Diverse has engaged in a national study to assess the impact of business recruitment and retention practices with minority students and graduates and the relationships that have been created between business and college career services professionals on behalf of students and alumni.
Diverse developed a survey form that was posted on the Internet for electronic responses from career services and student service providers at the nation’s colleges and universities. Representatives of public, private, two-year, four-year, undergraduate and graduate institutions were targeted by the study that was conducted in the spring of 2006. Responses were received from a representative mix of 234 institutions. Following review of the data, this compilation and analysis of the statistics was prepared.
Demographic Information About the Respondents
The survey was directed to the attention of the student service professionals affiliated with the career services or career placement center at the college or university and nearly two-thirds (64.4%) of the responses were received from that individual or another representative in that office (Table 1). Among the remaining 35.7 percent answering the survey were an array of student service administrators, diversity officers and related officials.
Responses were received from institutions in 40 states and the District of Columbia with the states of California (23), Pennsylvania (23), New York (13), Texas (13) and Florida (12) having the greatest number of respondents (Table 2).
The largest body of respondents (66.9%) identified their institution as either a combined undergraduate and graduate degree (36.5%) or baccalaureate degree (30.4%) granting institution (Table 3).
Colleges and universities of varying sizes participated in the study (Table 4). An examination of the enrollment breakdown of the nation’s colleges and universities reveals that the institutional response to the survey is consistent with that mix.
Six in ten respondents (60.2%) indicated their career services and placement work was focused on undergraduate students (Table 5).
Table 1: Role of person completing survey:
Table 2: Regional location of responding colleges and universities:
Table 3: Type of institution:
Table 4: Current enrollment:
a. Undergraduate enrollment
b. Graduate enrollment
c. Total enrollment
Table 5: Primary focus of career planning and placement office:
The survey was directed to the attention of the student service professionals affiliated with the career services or career placement center at the college or university and nearly two-thirds (64.4%) of the responses were received from that individual or another representative in that office (Table 1). Among the remaining 35.7 percent answering the survey were an array of student service administrators, diversity officers and related officials.
Responses were received from institutions in 40 states and the District of Columbia with the states of California (23), Pennsylvania (23), New York (13), Texas (13) and Florida (12) having the greatest number of respondents (Table 2).
The largest body of respondents (66.9%) identified their institution as either a combined undergraduate and graduate degree (36.5%) or baccalaureate degree (30.4%) granting institution (Table 3).
Colleges and universities of varying sizes participated in the study (Table 4). An examination of the enrollment breakdown of the nation’s colleges and universities reveals that the institutional response to the survey is consistent with that mix.
Six in ten respondents (60.2%) indicated their career services and placement work was focused on undergraduate students (Table 5).
Table 1: Role of person completing survey:
| Director of Career Planning and Placement Center | |
| Associate/Assistant Director of Career Planning and Placement Center | |
| Counselor in the Career Planning and Placement Center | |
| Other |
Table 2: Regional location of responding colleges and universities:
| Mid Atlantic (DE, DC, MD, NJ, NY, PA, WV) | |
| Mid West (IA, IL, IN, KS, MI, MN, MO, NE, ND, OH, SD, WI) | |
| North East (CT, MA, ME, NH, RI, VT) | |
| Pacific Northwest (ID, MT, OR, WA) | |
| Rocky Mountain (CO, UT, WY) | |
| South (AL, FL, GA, KY, LA, MS, NC, SC, TN, VA) | |
| South West (AR, OK, TX) | |
| West (AK, AZ, CA, HI, NM, NV) |
Table 3: Type of institution:
| 2-year (community, technical and junior college) |  |
| 4-year baccalaureate degree granting institution | |
| Graduate and professional degree granting institution | |
| Combined undergraduate and graduate institution | |
| Other |
Table 4: Current enrollment:
a. Undergraduate enrollment
b. Graduate enrollment
c. Total enrollment
Table 5: Primary focus of career planning and placement office:
Business Interest in Students and Graduates
Career services’ officers reported a significant interest by business in their students and graduates, a factor that was even greater for their students and graduates of color. More than nine in ten respondents (91.4%) indicated some level of interest in all students, with 29.3% stating that interest was “strong” (Table 6).
When the inquiry shifted to business interest in recruiting diverse talent, an identical 91.4% reported some level of interest, but more than a third (34.5%) stated that interest was “strong” (Table 7).
Business interest in recruiting diverse student talent runs significantly ahead of the interest in diverse alumni. When asked their observations regarding evidence of business interest in graduates of color, just over half (51.3%) of the respondents answered affirmatively (Table 8).
Table 6: General business interest in the recruitment of all students and graduates:
Table 7: Specific business interest in recruiting students and graduates of color:
Table 8: Evidence of business interest in recruiting alumni of color:
Career services’ officers reported a significant interest by business in their students and graduates, a factor that was even greater for their students and graduates of color. More than nine in ten respondents (91.4%) indicated some level of interest in all students, with 29.3% stating that interest was “strong” (Table 6).
When the inquiry shifted to business interest in recruiting diverse talent, an identical 91.4% reported some level of interest, but more than a third (34.5%) stated that interest was “strong” (Table 7).
Business interest in recruiting diverse student talent runs significantly ahead of the interest in diverse alumni. When asked their observations regarding evidence of business interest in graduates of color, just over half (51.3%) of the respondents answered affirmatively (Table 8).
Table 6: General business interest in the recruitment of all students and graduates:
| Strong interest |  |
| Moderate interest | |
| Interest | |
| Limited interest | |
| No Interest |
Table 7: Specific business interest in recruiting students and graduates of color:
Table 8: Evidence of business interest in recruiting alumni of color:
Business Commitment to and Effectiveness at Diversity
National businesses get higher marks for their diversity recruitment commitment than businesses at the regional and local level, as evidenced by 85% of the respondents signaling a presence of such commitment. It is noteworthy is that more than a third (36%) and two-thirds (69%) identified the national business commitment to diversity as either being “high” or combined “high and moderately high” respectively (Table 9).
Among the various business entities, the following sectors ranked highest in the commitment to diversity as seen through the eyes of the collegiate career services officers: 1. General business (75%); 2. Accounting (66%) and Banking/finance (66%) (tie); and 4. Information technology (58%) and Sales/distribution (58%) (tie). The percentage of each sector receiving “very effective,” “moderately effective” or “somewhat effective” ratings for its commitment to diversity are presented in (Table 10).
Career services officers responded critically to the diversity of the recruiting staff representatives from business that they see on their campuses, at career fairs and other venues. One-fifth of the respondents (2l.9%) cited a visible lack of diversity in these human resources representatives from business (Table 11).
In answering a question comparing business and government diversity initiatives, government was identified by respondents four in ten times (40.8%) as being more effective. More than one-third (36.8%), however, stated they were on equal footing (Table 12).
Table 9: Commitment of national/local business to diversity recruitment:
Employers with national business interests and identities:
Employers with local/regional business interests and identities:
Table 10: Diversity effectiveness rating of various business sectors
Table 11: Diversity of the Recruiting Staffs
Table 12: Diversity recruitment comparison between business and government (federal, state & local)
National businesses get higher marks for their diversity recruitment commitment than businesses at the regional and local level, as evidenced by 85% of the respondents signaling a presence of such commitment. It is noteworthy is that more than a third (36%) and two-thirds (69%) identified the national business commitment to diversity as either being “high” or combined “high and moderately high” respectively (Table 9).
Among the various business entities, the following sectors ranked highest in the commitment to diversity as seen through the eyes of the collegiate career services officers: 1. General business (75%); 2. Accounting (66%) and Banking/finance (66%) (tie); and 4. Information technology (58%) and Sales/distribution (58%) (tie). The percentage of each sector receiving “very effective,” “moderately effective” or “somewhat effective” ratings for its commitment to diversity are presented in (Table 10).
Career services officers responded critically to the diversity of the recruiting staff representatives from business that they see on their campuses, at career fairs and other venues. One-fifth of the respondents (2l.9%) cited a visible lack of diversity in these human resources representatives from business (Table 11).
In answering a question comparing business and government diversity initiatives, government was identified by respondents four in ten times (40.8%) as being more effective. More than one-third (36.8%), however, stated they were on equal footing (Table 12).
Table 9: Commitment of national/local business to diversity recruitment:
Employers with national business interests and identities:
Employers with local/regional business interests and identities:
Table 10: Diversity effectiveness rating of various business sectors
| Sector | |||||
Effective |
Effective |
Effective |
Effective |
Effectiveness |
|
| Accounting | |||||
| Banking/Finance | |||||
| Business (General) | |||||
| Consulting | |||||
| Engineering | |||||
| Small Business | |||||
| Human Resources | |||||
| Information Technology | |||||
| Marketing | |||||
| Sales/Distribution | |||||
Table 11: Diversity of the Recruiting Staffs
Table 12: Diversity recruitment comparison between business and government (federal, state & local)
Effective Student Strategies for Promoting Career and Employment Search
Since career services and placement officers at colleges and universities are well positioned to offer their views on what strategies appear most useful in facilitating the career development and job acquisition of students of color, the findings relative to effectiveness were very revealing. Internships and cooperative education programs (93%), participation in campus-based career fairs (89%) and informal networking (pre-employment) with representatives in the workplace (85%) ranked 1-3 in order of effectiveness (Table 13). The percentage stating the strategy was “very useful,” “moderately useful” or “somewhat useful” is presented in parenthesis above.
Table 13: Effectiveness ratings of various career and employment search strategies by students and graduates of color
a. Career center assisted job search and contact with prospective employers
b. Student and alumni participation in career and job fairs (away from campus)
c. Student and alumni participation in job fairs, interviews and related activities (on campus)
d. Internet career placement services and career searches
e. Internship and cooperative education programs
f. Networking with representatives of the businesses where future jobs may be found
Since career services and placement officers at colleges and universities are well positioned to offer their views on what strategies appear most useful in facilitating the career development and job acquisition of students of color, the findings relative to effectiveness were very revealing. Internships and cooperative education programs (93%), participation in campus-based career fairs (89%) and informal networking (pre-employment) with representatives in the workplace (85%) ranked 1-3 in order of effectiveness (Table 13). The percentage stating the strategy was “very useful,” “moderately useful” or “somewhat useful” is presented in parenthesis above.
Table 13: Effectiveness ratings of various career and employment search strategies by students and graduates of color
a. Career center assisted job search and contact with prospective employers
| Very Useful |  |
| Moderately useful | |
| Somewhat useful | |
| Not useful | |
| Insufficient information to determine |
b. Student and alumni participation in career and job fairs (away from campus)
| Very Useful |  |
| Moderately useful | |
| Somewhat useful | |
| Not useful | |
| Insufficient information to determine |
c. Student and alumni participation in job fairs, interviews and related activities (on campus)
| Very Useful |  |
| Moderately useful | |
| Somewhat useful | |
| Not useful | |
| Insufficient information to determine |
d. Internet career placement services and career searches
| Very Useful |  |
| Moderately useful | |
| Somewhat useful | |
| Not useful | |
| Insufficient information to determine |
e. Internship and cooperative education programs
| Very Useful |  |
| Moderately useful | |
| Somewhat useful | |
| Not useful | |
| Insufficient information to determine |
f. Networking with representatives of the businesses where future jobs may be found
| Very Useful |  |
| Moderately useful | |
| Somewhat useful | |
| Not useful | |
| Insufficient information to determine |
National Firms Effective at Recruiting Diverse Talent Pool
Respondents openly responded when asked to identify the five national businesses and firms that appeared to them to be doing the most effective job at recruiting students and graduates of color. The 702 responses included 152 different firms representing a broad array of business interests.
The top 30 firms in rank order by the number of times mentioned are presented in Table 14. It is worth noting that a significant number of the responses listed non-business employers, including government, military, school systems and higher education institutions, as the most effective at recruiting diverse talent.
Table 14: National businesses and corporations most effective at diversity recruitment
Respondents openly responded when asked to identify the five national businesses and firms that appeared to them to be doing the most effective job at recruiting students and graduates of color. The 702 responses included 152 different firms representing a broad array of business interests.
The top 30 firms in rank order by the number of times mentioned are presented in Table 14. It is worth noting that a significant number of the responses listed non-business employers, including government, military, school systems and higher education institutions, as the most effective at recruiting diverse talent.
Table 14: National businesses and corporations most effective at diversity recruitment
Business Characteristics that Appeal to Students of Color
Career services officers play a critical role in providing career counseling and placement services to students and graduates of color as they complete their studies, graduate and move into the world of work. Their observations of the characteristics students look for in businesses that are recruiting them provide valuable information to those businesses and the human resources professionals engaged in implementing their diversity strategies.
An analysis of the 692 comments made by the survey respondents resulted in a categorization of the findings into eight categories (Table 15). First on the list is a commitment by the firm to diversity, beginning at the highest levels and filtering down through the business. Next, students appear receptive to recruitment and outreach strategies that are focused on them as students and graduates of color. Thirdly, applicants for employment want to feel a distinct comfort level in their interaction with the business, beginning with the informal exchanges during networking and at career fairs, and extending through the application and interview process to when they make the transition to the work setting after hiring.
The remainder of the responses, while not offered as frequently as those above, are equally worthy of consideration. Applicants for employment are desirous of seeing the fruits of a business’s diversity efforts among the recruiting staff and at every level of the company workforce, especially the presence of executives, managers and supervisors of color. These individuals are living role models that diversity is at work within the business. A like number of respondents identified compensation and benefits, including quality of life issues, as attractions that could lure diverse students to a particular business.
Table 15: Characteristics students and graduates of color seek in career settings
1. Commitment to diversity at all levels of the business (121)
2. Recruitment strategies focused on diverse applicants and job seekers (114)
3. Comfortable relationships and environment during application and transition process (92)
4. Visible evidence of diversity in workplace (81)
4. Attractive compensation and benefits (81)
6. Presence of values desired by applicants and job seekers (80)
7. Opportunity for personal career growth and development (57)
8. Effective communication between business and applicant/job seekers (55)
9. Other (11)
Career services officers play a critical role in providing career counseling and placement services to students and graduates of color as they complete their studies, graduate and move into the world of work. Their observations of the characteristics students look for in businesses that are recruiting them provide valuable information to those businesses and the human resources professionals engaged in implementing their diversity strategies.
An analysis of the 692 comments made by the survey respondents resulted in a categorization of the findings into eight categories (Table 15). First on the list is a commitment by the firm to diversity, beginning at the highest levels and filtering down through the business. Next, students appear receptive to recruitment and outreach strategies that are focused on them as students and graduates of color. Thirdly, applicants for employment want to feel a distinct comfort level in their interaction with the business, beginning with the informal exchanges during networking and at career fairs, and extending through the application and interview process to when they make the transition to the work setting after hiring.
The remainder of the responses, while not offered as frequently as those above, are equally worthy of consideration. Applicants for employment are desirous of seeing the fruits of a business’s diversity efforts among the recruiting staff and at every level of the company workforce, especially the presence of executives, managers and supervisors of color. These individuals are living role models that diversity is at work within the business. A like number of respondents identified compensation and benefits, including quality of life issues, as attractions that could lure diverse students to a particular business.
Table 15: Characteristics students and graduates of color seek in career settings
1. Commitment to diversity at all levels of the business (121)
2. Recruitment strategies focused on diverse applicants and job seekers (114)
3. Comfortable relationships and environment during application and transition process (92)
4. Visible evidence of diversity in workplace (81)
4. Attractive compensation and benefits (81)
6. Presence of values desired by applicants and job seekers (80)
7. Opportunity for personal career growth and development (57)
8. Effective communication between business and applicant/job seekers (55)
9. Other (11)
Summary and Conclusions
American business and higher education have a mutual interest in working together to win the race for diverse talent. Colleges and universities are obviously the education pipeline through which most professional employees will travel and, as such, higher education is the incubator for business success in America. As the demographic composition of college and university enrollments has changed to be more inclusive of African American, Asian American, Hispanic and American Indian students, greater opportunity exists for the business community to recruit diverse talent, a factor that will aid business in achieving its diversity objectives. Greater collaboration and mutual understanding between higher education and business can only lead to a win-win scenario for both with the ultimate beneficiary being the student and graduate.
The findings of this analysis need to be studied by both entities and become the foundation for future change. Clearly, a “one size fits all” model for diversity recruitment is not going to be acceptable or productive and will most likely be rejected by students who possess a personal definition of diversity and how it is to be displayed in the American workplace. Businesses that are not meeting their diversity objectives need only to conduct a self-audit using the “characteristics sought” portion of these findings to learn what behaviors and strategies must be changed.
The information derived from career services officers and presented herein can lead to personalized and effective relationships with higher education institutions that will then lead to a strengthening and improvement of relationships with students and graduates of color. Each is a highly desirable outcome.
American business and higher education have a mutual interest in working together to win the race for diverse talent. Colleges and universities are obviously the education pipeline through which most professional employees will travel and, as such, higher education is the incubator for business success in America. As the demographic composition of college and university enrollments has changed to be more inclusive of African American, Asian American, Hispanic and American Indian students, greater opportunity exists for the business community to recruit diverse talent, a factor that will aid business in achieving its diversity objectives. Greater collaboration and mutual understanding between higher education and business can only lead to a win-win scenario for both with the ultimate beneficiary being the student and graduate.
The findings of this analysis need to be studied by both entities and become the foundation for future change. Clearly, a “one size fits all” model for diversity recruitment is not going to be acceptable or productive and will most likely be rejected by students who possess a personal definition of diversity and how it is to be displayed in the American workplace. Businesses that are not meeting their diversity objectives need only to conduct a self-audit using the “characteristics sought” portion of these findings to learn what behaviors and strategies must be changed.
The information derived from career services officers and presented herein can lead to personalized and effective relationships with higher education institutions that will then lead to a strengthening and improvement of relationships with students and graduates of color. Each is a highly desirable outcome.
Contact:
Questions about the Diverse survey of careers services officers at US
colleges and universities and findings reported herein should be directed to:
Frank Burtnett, Ed.D. or
William E. Cox, Ed.D.
Diverse: Issues In Higher Education
Cox, Matthews & Associates, Inc., Suite B-8
10520 Warwick Avenue, Fairfax, VA 22030
Telephone: 703/385-2980
frankb@cmapublishing.com
Copyright © 2006 Diverse: Issues In Higher Education