ed 402 807 he 029 724 author scheetz, l. patrick · 2013. 8. 2. · document resume ed 402 807 he...

DOCUMENT RESUME

ED 402 807 HE 029 724

AUTHOR Scheetz, L. PatrickTITLE Recruiting Trends 1996-97. A National Study of Job

Market Trends for New College Graduates among 508Businesses, Industries, and Governmental Agencies.Twenty-Sixth Edition.

INSTITUTION Michigan State Univ., East Lansing. CollegiateEmployment Research Inst.

PUB DATE 6 Dec 96NOTE 39p.; For the 1995 25th edition, see ED 390 327.AVAILABLE FROM Collegiate Employment Research Institute, Michigan

State University, 113 Student Services Bldg., EastLansing, MI 48824-1113 (1-5 copies $25 each, over 5copies $12.50 each).

PUB TYPE Reports Research/Technical (143)

EDRS PRICE MFOI/PCO2 Plus Postage.

DESCRIPTORS *College Graduates; Employee Attitudes; *EmployerAttitudes; Employers; Employment Opportunities;*Employment Patterns; Employment Practices;Employment Projections; Employment Qualifications;Higher Education; *Labor Market; National Surveys;Questionnaires; *Recruitment; Salaries; TrendAnalysis; Work Attitudes

ABSTRACTThis study examined recruiting trends of business,

industry, and government among new college graduates. Questionnaireswere mailed to 4,890 employers, of which 489 returned completeresponses. The survey found that new college graduates of 1996-97 can

expect growth in job opportunities. An increase of 6.2 percent in jobprospects and an increase of job security for new college graduateswas anticipated. Shortages of new graduates are reported for thecomputer sciences and engineering, which also have the higheststarting salaries and salary increases. Marketing and sales majors,actuaries, nurses, and transportation and logistics management majorsare also sought. Career-related preprofessional experiences werefavored by employers. Employers are looking for graduates withexcellent communication skills and Web site, e-mail, and othertechnological experiences. All areas of the country reported good jobprospects, with the Southeastern and Northcentral geographicalregions reporting the most favorable employment opportunities forrecent graduates. Women represented 41.1 percent of all new hires in144 organizations reporting gender data, while racial and ethnicminorities represented 16.4 percent of new hires at 147 organizationsreporting. Individuals with disabilities represented 2.1 percent ofnew hires as reported by 144 surveyed employers. A list of employersresponding to the survey is included. (PRW)

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Reproductions supplied by EDRS are the best that can be madefrom the original document.

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"A study of businesses, industries, and governmentalagencies employing new college graduates"

U S DEPARTMENT Of EDUCATIONOffice of Educational Research and Improvement

EDUCATIONAL RESOURCES INFORMATIONCENTER (ERIC)

kArhis document has been reproduced asreceived from tee person or organizationoriginating it.

O Minor changes have been made to improvereproduction quality

e Points of view or opinions stated in this docu-ment do not necessarily represent officialOERI position or policy

PERMISSION TO REPRODUCE THISMATERIAL HAS BEEN GRANTED BY

Collegiate EmploymentResearch InstituteMI Star 14i& V.

TO THE EDUCATIONAL RESOURCESINFORMATION CENTER (ERIC)"

L. PATRICK SC ETZ, Ph.D.DIRECTOR

Collegiate Employment Research InstituteASSISTANT DIRECTOR

Career Services and Placement,cnetY

SRS

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2BiEr COPY AVA LE

26th Edition

RECRUITING TRENDS 1996-97

-A National Study of job Market-Trendsfor New College Graduates

Among 508 Businesses, Industries, and Governmental Agencies

By

L. Patrick Scheetz, Ph.D.Director

Collegiate Employment Research Instituteand

Assistant DirectorCareer Services and Placement

MICHIGAN STATE UNIVERSITYVernicka K. Tyson, Director

Collegiate Employment Research InstituteCareer Services and Placement113 Student Services Building

East Lansing, Michigan 48824-1113

Telephone: (517) 355-9510, ext. 361Fax: (517) 353-2597

Email: [email protected]: http: / /www.msu.edu/csp/

ACKNOWLEDGMENTS

Special thanks are extended to all employers who responded to this survey. The essen-tial help and extra efforts-they-exerted when responding to this survey were appreciated.Without fail, numerous employers were hospitable when replying. Their honest and can-did feedback is absolutely critical for an accurate assessment of the current job market fornew college graduates.

Staff members of Career Services and Placement at Michigan State University were like-wise helpful with this project. Vernicka Tyson, Director of Career Services and Place-ment, also was supportive and submitted questions for inclusion. Lynne Zelenski andRebecca Gratz graciously edited the final edition. Wen-Ying Liu, Graduate ResearchAssistant for the Collegiate Employment Research Institute, provided statistical analysis.Joy Spencer, Publications Assistant for the Institute, provided desktoppublishing exper-tise. Carmen Scott, Brenda Robinson, Kristy Bengel, Kim Woodrow, Beau Kilmer,Brandon Grafius, and Dena Teeter worked diligently on mailing of surveys, callingemployers, tracking responses, data entry, and typing of employer comments.

Any who helped with this project, but were inadvertently overlooked, please accept myapologies. This research could not be accomplished without help from several individu-als. Thanks are extended to all who assisted.

L. Patrick Scheetz, Ph. D.Price: $25

Copyright: December 6, 1996Michigan State University

Career Services and PlacementA Division of Student Affairs and Services

MSU is an Affirmative Action/Equal Opportunity Institution

4

EXECUTIVE SUMMARYRecruiting Trends 1996-97

Growth in job opportunities for new college graduates is predicted for 1996-97.Surveyed employers anticipate an increase of 6.2% in job prospects , thus sustainingan expanding job market for new graduates of four consecutive years.

I Job security for new college graduates is expected to increase this year, according toparticipating employers. An increase in job security isreported by 19.7% of theemployers and no change by 68.2%.

When characterizing the overall job market this year for new college graduates,employers described it as stronger than a year ago. Of the employers responding,9.4% portrayed the market as "excellent" and 21.9% as "very good."

Economic growth, retirements, and other employee departures are creating consider-able job opportunities for new graduates. However, supply and demand for specificacademic majors and career preparations during college years remain key factorsinfluencing transition to careers after graduation.

Several obstacles challenge new graduates as they make the transition from collegeto work. A common hazard is the difference between the challenges of the collegeacademic environment and the employer's "real world" work situation. Develop-ment of a strong work ethic, producing quick results, and using computer technolo-gies are other challenges.

Shortages of new graduates are reported for computer science majors, computerprogrammers, systems analysts, computer engineers, marketing and sales, actuaries,transportation and logistics management majors, and electrical engineers.

-V Starting salaries are expected to be 3.0 to 4.0% higher than a year ago. Highestamong anticipated increases for this year are salaries for computer science ( 4.5%),mechanical engineering ( 4.5%), and chemical engineering ( 4.3%). The higheststarting salaries are expected this year for chemical engineering ($42,758), mechani-cal engineering ($39,852), electrical engineering ($39,811), industrial engineering($37,732), computer science ($36,964), and packaging engineering ($35,353).

-4 Extra compensation or higher starting salaries are paid by employers for prior ca-reer-related work experiences, certain academic majors with higher demand, orextraordinary contributions a new graduate can make to an organization's profitabil-ity.

i When college students take longer than four (4) years to complete a bachelor'sdegree, it does not matter to employers, if the circumstances behind the extendedstay are good ones. If it is evident that the student is slacking, then the employerwould care. College students should maintain excellent grades and obtain relatedwork experiences.

College students who have degrees in academic majors with limited job opportuni-ties can get additional preparation and training that might make them more employ-able. Specific coursework, practical work experiences, and second degrees wererecommended.

Employers are using homepages on the web to expand their recruitment efforts. Ofsurveyed employers, 35.5% have established homepages. Databases for collectingresumes and other web sites also are used.

I Cheating by college students on employment applications is not often encounteredby employers. Of surveyed organizations, 18.9% reported incidents that would havea negative impact on chances for employment.

4 Availability of employment opportunities in all geographical regions of the UnitedStates was rated higher this year than last. The Southeastern and Northcentralregions were reported with the most favorable job prospects for new graduates.

This overview was prepared by the Collegiate Employment Research Institute on De-cember 2, 1996. Copies of Recruiting Trends 1996-97 may be purchased for $25 each;or five (5) or more copies at $12.50 each. If you wish to obtain a copy, please preparea check or money order payable to Michigan State University and send to: L. PatrickScheetz, Ph.D., Director, Collegiate Employment Research Institute, Michigan StateUniversity, 113 Student Services Building, East Lansing, MI 48824-1113, or call: (517)355-9510, ext. 361; fax: (517) 353-2597; or email: [email protected].

6

TABLE OF CONTENTSOverall Job Market for Class of 1996-97 1Characteristics of This Year's Job MarketFor New College Graduates 2Factors influencing Hiring Goals 3Categories of Employers Responding 3Obstacles Challenging This Year's Graduates 4Survey Procedures 5Employers Responding 5Total Salaried Employment of Organizations Responding 6Minority Hiring Results 6Categories of Employers Responding 7Women Hired 7New Hires With Career-Related Preprofessional Experience 7Traditional Liberal Arts Graduates Hired 7Individuals with Disabilities Hired 8Advanced Degree Graduates Hired Last Year 8New Contract and/ or Temporary Employees Hired 8Shortages of New College Graduates Reported 8Percentage Change Expected in Starting Salary Offers 10Estimated Starting Salary Averages 10Reasons for Extra Compensation or Higher Starting Salaries 10Salaried Employees Laid Off 12Retirements Among Salaried Employees 12Telecommuters Among Current Employees 13Anticipated Job Security Next Year (1996-97) 13Anticipated Change in Campus Visits 13Occupations With the GreatestImprovements Recommended for College Placement Offices 13Programs and Activities Offered to Assist with Recruitment 14Experiences and Activities OfferedAs Preparation for Employment 14Years Required for Completion of Bachelor's Degrees 14

TABLE OF CONTENTS

Additional Preparation and TrainingRecommended for Low Demand Academic Majors_ 15Techniques Used for InvestigatingGenuine Interest of Job Applicants 15Tailoring Curriculum to Meet Employer' Needs 15Closed Interview Schedules Arranged by Employers 16Key Selection Criteria for Invitational andClosed Interview Schedules 16Evaluation of Open vs. Closed or Invitational Interview Schedules 17Criteria for Measuring Effectiveness of Recruitment Functions 18Criteria Used When Selecting Institutionsfor Campus Recruitment Activities 18Use of Web and Other Internet Resources by Employers 18Methods Used for Reaching College Graduates WhoDo Not Use Placement Offices 20Third Party Campus Recruitment Activities 20Cheating by New College Graduates 20Estimated Job Opportunities for EachGeographical Region of the United States 21Employers Responding 23Index 29

26th Edition

RECRUITING TRENDS 1996-97A National Study of Job Market Trends

for New College GraduatesAmong .508 Businesses, Industries, and Governmental Agencies

Overall Job Market For Class Of1996-97

Many new college graduates receivingdegrees in 1996-97 will find excellent entry-level positions with businesses, industries,and governmental agencies requiring a col-lege degree. However, some new graduateswill find jobs that do not require their collegedegrees, and a few new graduates will be chal-lenged to find any employment at all. Theacademic majors, degree levels, work experi-ences, and personalities of these graduateswill be integral deciding factors.

New graduates who have preparedthemselves well during their collegecoursework and career preparation will make

the transition smoothly. Other college stu-dents who bounced around from one aca-demic concentration to another, and generallylacked career focus during their college prepa-ration may spend several months after gradu-ation finding rewarding employment.

Graduates need clear career interests andoutstanding preparation to lure prospectiveemployers. Graduates with unclear careergoals, poor academic records, and marginalwork histories will discover that job huntingmore challenging and laborious.

Employers hiring new college graduatesthis year are expecting an increase of ap-proximately 6.2% in growth of job opportu-nities. This expansion of job prospects for

Hiring Intentions Among Employersof New College Graduates

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new graduates has now been sustained forfour consecutive years. This news bodes wellfor this year's graduates because growing jobpossibilities means greater chances of land-ing entry-level assignments requiring collegedegrees for new college graduates.

Businesses and industrial organizationsare expecting an increase of 6.9% this year.Governmental agencies at the federal, state,and local levels are anticipate further de-creases of approximately 4.2%. Nevertheless,the overall job market for new college gradu-ates receiving degrees in 1996-97 is expectedto increase approximately 6.2% in employ-ment outlook.

Many assume that a college degree willmean a good job pending graduation. Whenemployers reflect upon the current job mar-ket they see some new graduates locating ex-cellent career opportunities immediately fol-lowing graduation and other new graduatesfinding less than attractive positions. This isoccurring because some new graduates havequalified themselves with less acceptablepreparations for available job openings.

Characteristics Of This Year's JobMarket For New College Graduates

Employers characterized the anticipatedoverall job market for new college graduatesfor the forthcoming year (1996-97), as stron-ger than a year ago. The overall job outlookis visioned as "excellent" by 9.4% of the re-spondents, "very good" by 21.9%, "good" by59.4%, and "fair" by 9.4% of the employersresponding. No employers described the joboutlook as "poor."

According to responses, type of industryplays an important role in job outlook. Em-ployers were either more confident or lesshopeful, depending upon their industries.The job outlook, when rated by the industryof the employer responding, was portrayedas "excellent" by 15.4% of the respondents,/I very good" by 32.3%, "good" by 29.2%,"fair" by 16.9%, and "poor" by 4.6% of the

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employers responding.Industries reporting the best job out-

look were merchandising and retailing; tex-tiles, home furnishings, and apparel manu-facturers; communications and telecommuni-cations including telephones, newspapers,magazines, radio, and television; glass, pack-aging, and allied products; engineering, re-search, consulting, and other professional ser-vices; hospitals and health care services;chemicals, drugs, and allied products; diver-sified conglomerates; petroleum and alliedproducts; hotels, motels, restaurants, and rec-reational facilities; agribusiness; food andbeverage processing; lumber, wood products,and furniture manufacturers; aerospace andcomponents; metals and metal products;banking, finance, and insurance; and account-ing firms.

Reporting the least favorable outlookwith employment prospects decreasing fornew college graduates were employers in so-cial service, religious, and volunteer organi-zations; governmental administration and themilitary including federal, state, and localgovernment agencies; construction and build-ing contractors; automotive and mechanicalequipment; electronics, computers, and elec-trical equipment manufacturers; tire, rubber,and allied products; and public utilities in-

RECRUITING THNDS 1996-97 2

cluding transportation.Size of organization also influenced the

job outlook for new college graduates. Fa-vorable employment was noted in small, mid-size and large organizations. The most favor-able employment opportunities are antici-pated in organizations with 1 to 499 employ-ees and with 1,000 to 4,999 employees. Ex-pecting increases in job opportunities for newcollege graduates of 6% or less are organiza-tions with 500 to 999 employees and with 5,000or more employees.

Factors Influencing Hiring Goals

Several factors are influencing the hiringgoals of surveyed organizations this year(1996-97), according to employers respondingto this survey. Economic expansion has thegreatest impact upon hiring goals.

Employers reported that economicgrowth and increased employment opportu-nities for new college graduates remain pairedlike a hand and a glove. As long as employ-ers are increasing their sales, providing addi-tional services, and generally enlarging theirorganizations, increased hiring of new collegegraduates is expected to continue. Most sur-veyed employers were definitely contentedwith the current progress of the economic cli-mate. Graduates should find this news com-forting.

Retirements and other departures fromthe payrolls of surveyed employers are creat-ing considerable job opportunities for newcollege graduates. While most employers re-ported turnover among current employees aslow, a few employers are experiencing el-evated rates of employee departures causedby other job offers and a progression of re-tirements.

Reengineering of jobs and downsizinglingered in certain occupational categories.Whenever organizational change occurs, theinitial impact is a reduction of employees. Theimmediate consequence is limited or reducednumbers of job opportunities available for

new college graduates. Within 2 to 3 years,most organizations that have laid off salariedpersonnel, if they are financially healthy, willhire as many or more new college graduatesas they hired prior to rebuilding their organi-zations.

Individuals who have lost jobs due tocorporate restructuring are also in the jobmarket competing with new graduates. In acompetitive market, experienced workers of-ten have an edge over less experienced newgraduates.

High DemandDemand for certain academic majors re-

mains popular with employers hiring newcollege graduates. Most requested by employ-ers are new graduates with academic majorsin computer and information sciences, engi-neering, business management and adminis-trative services, health professions and relatedsciences, the physical sciences and sciencetechnologies, and transportation and materi-als moving degrees.

Balanced Supply and DemandSupply and demand are nearly balanced

for new college graduates with academicmajors in mathematics, protective services,architecture and environmental design, edu-cation, and communications technologies.

Low DemandFacing a job market of more new college

graduates than jobs are academic majors inthe social sciences and history; communica-tions; psychology; English language and lit-erature /letters; biological sciences and lifesciences; visual and performing arts; liberalarts and sciences, general studies, and hu-manities; multidisciplinary and interdiscipli-nary studies; home economics and vocationalprograms; public administration and services;agriculture and natural resources; foreign lan-guages and literature; philosophy and reli-gion; theological studies and religious voca-tions; parks, recreation, leisure, and fitnessstudies; and area, ethnic, and cultural stud-ies.

With approximately 1,188,000 new col-


11

3

lege graduates' expected to receive bachelor'sdegrees this year (1996-97) from all collegesand universities in the country, competitionwill remain stiff. Nonetheless, new and in-novative talent is always needed by employ-ers.

Obstacles Challenging This Year'sGraduates

Several obstacles are challenging newcollege graduates as they progress from col-lege into the workforce this year (1996-97),according to surveyed employers. Among thenoteworthy hazards are the differences be-tween the challenging environments of col-lege and the employers' "real world" worksituations.

Development of a strong work ethic inan ever-changing work world is a require-ment for success in today's market place.There are abundant distinctions between thepractical realities of the work environmentand the theories of the college classroom. Inthe employers' world, there are no excuses fordelays in accomplishment of assigned tasks.New graduates are expected to immediatelyproduce results that will have a positive in-fluence on the organization.

New graduates must have an ability toquickly produce results. They must learn toadjust to the urgency that organizations faceon a daily basis. Acclimating to fast-pacedcorporate culture andthe constant challengeof continuing to grow and learn can be a rudeawakening. Organizations are moving at amuch faster pace than ever. Getting in stepwith other employees already in the organi-zation is becoming more difficult for newgraduates. New hires must extend themselvesto keep pace with expanding work assign-ments and provide input into projects in atimely and efficient manner. They must ac-qUire the skill of showing initiative, demon-strate motivation, and take risks.

Mastering computer technology can bean adventure (i.e. Word, Excel, Access,

WordPerfect, Lotus, Internet, etc.). However,some colleges and universities have moreadvanced technology than organizations. Sig-nificant patience with the technological devel-opments of organizations is necessary. Fromall appearances, new graduates have an ea-gerness to work with the latest technologies,but clients of organizations may not have up-to-date, automated systems.

Managing a new lifestyle and leading acareer can be a struggle. A component of thisis dealing with uncertainty about life, thefuture, the organization, one's personal situ-ation, financial matters, living accommoda-tions, social life, physical fitness, etc..

Adapting to the unique requirements ofthe new work environment is complex: shiftwork, overtime, seniority-based assignments,and the challenging and intensive programsof advancement within an organization.There may be requirements for relocation toachieve career advancement.

Most employers have less formalizedtraining and expect new hires to become pro-ductive faster. Less training and an attitudeof "hitting the ground running" are the normwithin many organizations. New graduatesmust be eager to learn and adapt.

An understanding of the "big picture"within organizations is required. New hiresare expected to gain a broad perspective oftheir new organization at the same time theyare learning their new job requirements.

Employers lack sufficient human re-sources to cover required work tasks. Em-ployers report doing more with less. Newgraduates must have an ability to work withlimited resources.

Aligning salary expectations with jobmarket value for new graduates is a struggle.According to employers, new college gradu-ates have salary expectations that are not inline with the starting salaries organizationsare willing to pay.

Quite frequently, new graduates do nothave all the technical skills needed. Theyneed to learn competencies required for strong


124

performance.A patience with getting ahead is essen-

tial. New graduates ought to be willing toaccept a lesser paying position with opportu-nity for growth. Entry-level positions tradi-tionally filled by non-degreed applicants arenow being filled by candidates with collegedegrees. New graduates should Jearn toprogress slowly within the corporate environ-ment, maintain flexibility, and have realisticexpectations for the positions they hold.

Other obstacles include adjusting to ateamwork mentality, improving businesscommunication skills (i.e. public speakingabilities, writing appropriately, etc.), manag-ing other people, physical and mental chal-lenges, and the necessity for making soundbusiness decisions.

Survey Procedures

Getting responses to the Recruiting Trendssurvey from employers, as always, is a chal-lenge. This year was no exception. Additionalcultivation was required to achieve sufficientresponses to obtain a representative samplefrom employers hiring new college graduates.

The 26th anniversary edition of this sur-vey was mailed to 4,890 employers represent-ing businesses, industries, and governmentalagencies throughout the United States. In thisyear's survey population, employers repre-sented the National Association of Collegesand Employers (NACE), regional career ser-vices and employer associations, employersregistered with Career Services and Placementat Michigan State University, and employersselected randomly from businesses in theStandard and Poor's Register.

Surveys with eight (8) pages of questionswere initially mailed first-class to employerson September 9-13, 1996. Receiving surveyswere 527 employers who responded to thisquestionnaire a year earlier (1995-96). Anyemployers who had not responded previouslyor organizations which were new additionsto the mailing list for this survey were mailed

a two-page questionnaire. There were 4,363one-page questionnaires mailed to employ-ers.

A follow-up reminder notice containinga one-page survey form was mailed first-classon November 4-6, 1996, to employers who hadnot responded. An additional question wasadded to the survey instrument regarding theinfluence of overseas educational experienceson the hiring decisions of employers.

Follow-up telephone calls were placed toselected major employers in businesses, in-dustries, and governmental agencies that hadnot responded. Calls were made from Octo-ber 15 to November 19, 1996.

Responses received to this year's surveywere the accumulation from all these endeav-ors. Secrecy, legal ramifications of respond-ing, and bureaucratic considerations were allfactors that delayed or impeded replies fromemployers. A major concern was confidenti-ality of response (i.e. Will my answers bequoted? Let me check with my supervisorbefore I reply).

One compensation offered as an induce-ment for responses was sufficient for someemployers the offer of a free copy of the fi-nal results of this survey. When employerswere reminded that this research effort wouldbe destroyed without cooperation from hu-man resources representatives and the impor-tance of the survey results to the lives of newcollege graduates, additional attention wasgiven and answers were provided.

Employers Responding

Questionnaires were returned for thisyear's Recruiting Trends survey by 508 orga-nizations (10.4%), and, of the replies received,489 were complete enough for statisticalanalysis. Adequate representation of the or-ganizations recruiting new college graduateson college and university campuses through-out the United States during 1996-97 was ob-tained.

Of the respondents this year, 460 repre-

RECRUITING TRENDS 1996-97 5

13

sented businesses, industries, manufacturingorganizations, and service sector employers(90.5%); and 48 were local, state, and federalgovernment agencies and the military services(9.5%).

Geographical Locations of Employ-ers Responding

Responses to this year's Recruiting Trendssurvey were received from all geographicalregions of the United States. The percent ofresponses received from each geographicalregion is indicated below:

Northeast (Maine, Massachusetts, Con-necticut, Delaware, Pennsylvania, New York,Maryland, etc.) 20.7%

Southeast (Florida, Georgia, Virginia,North Carolina, South Carolina, Tennessee,etc.) 12.1%

Northcentral (Michigan, Indiana, Minne-sota, Wisconsin, Illinois, Ohio, Iowa, Ne-braska, etc.) 48.9%

Southcentral (Texas, Oklahoma, Arkan-sas, Kansas, Missouri, Louisiana, etc.) 8.7%

Northwest (Alaska, Washington, Oregon,Idaho, Montana, Wyoming, etc.) 3.0%

Southwest (California, Nevada, Hawaii,New Mexico, Arizona, Colorado, etc.) 6.6%

Total Salaried Employment of Orga-nizations Responding

Employers from organizations of all sizeswere represented in this year's survey. Re-sponses ranged from employers with 1 to 99salaried employees (excluding clerical andlaborer staff) to organizations with more than10,000 salaried employees on their payrolls.

Organizations with 1,000 to 4,999 em-ployees represented 26.0% of the respondents;those with 100 to 499 employees were repre-sented 24.1% of the respondents; and organi-zations employing 1 to 99 personnel repre-sented 20.0% of the respondents. Organiza-tions with 10,000 or more employees were

13.9% of the respondents; those with 500 to999 employees were represented by 9.3% ofthe respondents; and organizations employ-ing 5,000 to 9,999 personnel represented 6.7%of the employers replying to this year's sur-vey.

Organizations responding to this year'sRecruiting Trends survey employed 5,289,445total salaried personnel (excluding clericaland laborer staff) during 1995-96. The totalsalaried employees in surveyed organizationsrepresent approximately 7.1% of salariedemployees on the payrolls of all businesses,industries, and governmental agenciesthroughout the United States.

Salaried employees working for busi-nesses, industries, and government agenciesthroughout the United States in July 1996 to-taled approximately 74,146,000, according tothe U.S. Department of Labor.2 This was a1.1% increase from 73,313,000 salaried em-ployees on the payrolls of these organizationsin July 1995.

Minority Hiring Results

Surveyed organizations last year (1995-96) hired 1,641 minorities (Black/ African-Americans, Hispanic/Latino-Americans,Asian/ Pacific Islanders, or Native Ameri-cans). A total of 10,128 new college gradu-ates were hired last year by these organiza-tions. For this analysis, 147 surveyed employ-ers reported data. Minorities represented16.4% of the new college graduates joiningsurveyed organizations in 1995-96. In the pre-vious three years 1992-93, 1993-94, and 1994-95, minorities represented 26.2%, 16.2%, and18.2%, respectively, of the new hires.

Women HiredFor 1995-96, women accounted for 41.1%

of the new hires in 144 surveyed organiza-tions reporting gender data. Women repre-sented 42.9% of the new hires in 1994-95,44.1% of the new hires in 1993-94, and 38.9%of the new hires in 1992-93.


146

New Hires With Career-RelatedPreprofessional Experiences

Surveyed organizations hired 4,254 newcollege graduates who had completed career-related preprofessional experiences (coopera-tive education, internship, and/or practicumpositions) prior .to graduation. during 1995-96.Data were reported by 64 organizations thathired 8,244 new college graduates. The newcollege graduates with career-relatedpreprofessional experiences represented51.6% of the new hires in surveyed organiza-tions during 1995-96. These new hires did notnecessarily complete their preprofessionalexperiences with the surveyed organizations.

Of the new graduates hired into surveyedorganizations during 1993-94 and 1994-95,58.1% and 65.5%, respectively, had career-re-lated preprofessional experiences.

Traditional Liberal Arts GraduatesHired

Liberal arts graduates represented 9.8%of the new college graduates hired by sur-veyed organizations during 1995-96. Of the7,548 new college graduates employed by 148surveyed employers, 740 graduated with tra-ditional liberal arts majors (i.e. English, his-tory, foreign languages, social sciences, com-munications, etc.).

Although opportunities seem limitedwith surveyed employers, the situation is notentirely hopeless. (See section on AdditionalPreparation and Training). Liberal arts ma-jors are challenged to utilize innovative jobplacement techniques.

Approximately 34.1% of the new collegegraduates receiving bachelor's degrees in1996-97 from colleges and universitiesthroughout the nation are liberal arts majors3.For this calculation, data on degrees grantedin 1992-93 were used.

Among new graduates hired in 1994-95,surveyed employers reported that 1,160 of

Categories ofEiiiployers iRespOndng.

Replies received to this year's surveyrepresented:most categories, of businesseS,industries, and governmental agencies. Anappendix of this report contains a completelist of organizations responding. ResponsesTeceimed-from eachc-ategory of .employers areindicated below:

Accounting, 3.9%Aerospace and Components, 2.2%Agribusiness, 1.1%Autothotive and'Mechanical Equip-

ment, 3.0%Banking, Finance, and Insurance, 9:1%Chemicals, Drugs, and Allied Products,

4.8%ComMunications ~and Telecommunica-

tions (including telephthies, neWspaPers,magazines, radio and television), 4.3%

":-Construction and' Building COntraCtors;1.5%

, Diveisified,Conglomerates,-01%Electronics, Computers, and Electrical

Equipment Manufacturers, 11.5%Engineering, Research, Consulting,

and Other Piofessional Services, 10.6%Food and Beverage Processing, 2.4%GlasS,`Packaging, and.Allied ProdUCts,

1.5%

Government Adtrtirtistrationindudingthe Mffitary, 9.5%

,Hospitals and Health Care Services,2.4%

.Hotels,. Motels, Restaurants, andRecreational Facilities, 2.6%

Lumber, Wood Prod_ ucts, and Furni-ture Manufacturers, 1.7%

Merchandising and Retailing, 4.6 %,Metals and Metal Products, 6.7%Petroleum and Allied Products, 3.3%Public Utilities (including Transporta-

tion), 6.3%Social Services, Religious, and Volunteer

Organizations, 3.3%Textiles; Home Furnishings, and Ap-

parel Manufacturers, 1.7%Tire, Rubber, and Allied Products, 1.3%

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15,323 new hires were liberal arts majors.Thus, 7.6.% were liberal arts majors.

Of the new college graduates hired in1993-94 by surveyed employers, 15.6% wereliberal arts majors. Employers reported that2,607 of 16,677 new college hires were liberalarts majors.

Individuals with Disabilities Hired

Individuals with disabilities represented2.1% of the new hires in surveyed organiza-tions in 1995-96. Data on hiring of individu-.als with disabilities were reported by 144 sur-veyed employers. Of 3,839 new hires in or-ganizations reporting these data, 79 were in-dividuals with reported disabilities. Datafrom previous years indicate that 1.7% in 1992-93, 0.6% of new college hires in 1993-94, and0.2% from 1994-95 were individuals with dis-abilities.

Advanced Degree Graduates HiredLast Year

Advanced degree graduates represent15.8% of the new hires in surveyed organiza-tions last year (1995-96). Of 4,715 new col-lege graduates hired by 49 surveyed organi-zations last year, 747 were new graduates withadvanced degrees (i.e. MA, MS, MBA, orPh.D. graduates).

New Contract And Temporary Employees

4.5%Hired 4.5%

4 2%

4.0%

3.5%

3.0% 2.7%

2.5%

2.0% .

1.5% 1.2%

1.0%

0.5%

0.0%

1992-93 1993-94 994-95 1995-96Years

In 1994-95, employers reported that 685of 3,239 new college hires possessed advanceddegrees. Of the new graduates hired by 49surveyed employers in 1994-95, 21.1% wereadvanced degree graduates.

During the prior year (1993-94), hiring ofadvanced degree graduates totaled 22.1% ofthe_new hires in surveyed organizations.

New Contract and/or TemporaryEmployees Hired

Among the new college graduates hiredlast year (1994-95) by 37 surveyed organiza-tions, 51 were hired into contract or tempo-rary positions (full-time equivalents). Hence,new contract and temporary personnel rep-resent 4.5% of the new hires in surveyed or-ganizations in 1994-95.

In the previous three years 1992-93,1993-94, and 1994-95, new contract and tem-porary personnel represented 1.2%, 2.7%, and4.2%, respectively, of the new hires.

Shortages Of New College Gradu-ates Reported

When filling job openings last year (1995-96), many surveyed organizations (55.6%) didnot experience any shortages of new collegegraduates. However, 41.3% of the surveyedorganizations reported shortages for certainjob openings, and new college graduates withparticular academic majors and job compe-tencies were required for these positions.

Employers had difficulty locating: com-puter science majors, computer programmers,systems analysts, computer engineers, soft-ware engineers, computer network managers,network computer analysts, applications pro-grammers, management information systemsspecialists, and interactive media specialists,marketing and sales applicants, actuaries,transportation and logistics managementmajors, metallurgical engineers, industrialengineers, electrical engineers, and nurses(RNs).


?6

in

Minority Hiring Results

30.0%

25.0%

20.0%

26.2%

18.2%16.2% 16.4%

15.0%

10.0%

5.0%

0.0%

1992-93 1993-94 1994-95 1995-96Years

New Fires with Preprofes3ional Experience

70.0% 66.5%58.1%

60.0% 51.6%

50.0%

40.0%

30.0%

20.0%

10.0%

aook

1933-94 1994-95 1995-96Years

45m/0

44.CP/o -

4a CP/o _

42CP/0-41.CP/o -

4a CP/o _

39CP/o -

33.CP/o -

37.CP/o -

3t c /0

Women Hired

441

aig

429

41.1

19212-93

1

193194

1

199495

Yeas1935%

a a

2.5%

20%

1.5%

1.0%

0.5%

0.0%

Individuals with Disabilities Hired

1.7%

0.6%

0.2%

2_1%

1992-93 1993-94 1994-95 1995-96

Years

25.0%

20.0% _

15.0% _

10.0% _

5.0% _

0.0%

Advanced Degree Graduates Hired

22.1% 21.1%

15.8%

1993-94 1994-95 1995-96

Years

16.0%

14.0%

12.0%

10.0%8.0%

Liberal Arts Majors Hired15.6%

6.0%

4.0%

2.0%

0.0%

1993-94

7.6%

9.8%

1994-95

Years

1995-96


17

9

"b.

for new college graduates in 1996-97

Academic Maj orsBachelor's Degree Graduates Percent

ChangeEstimatedStarting Salary

Chemical Engineering 4.3% $42,758Mechanical Engineering 4.5% $39,852Electrical Engineering 4.0% $39,811Industrial Engineering 4.0% $37,732Computer Science 4.5% $36,964Packaging Engineering 4.0% $35,353Materials and Logistics Mgt. 4.0% $34,520Nursing 4.0% $32,927Civil Engineering 4.0% $32,170Mathematics 4.0% $32,055Physics 4.0% $31,972Geology 4.0% $31,606Chemistry 4.0% $31,261Accounting 4.0% $30,393Financial Administration 4.0% $30,054Marketing/Sales 4.0% $28,658General Business Administration 4.0% $28,506Agriculture 3.5% $26,415Human Resources Management 4.0% $26,024Retailing 4.0% $25,856Education 4.0% $25,742Communications 4.0% $25,224Hotel, Rest. Inst. Mgt. 4.0% $25,176Advertising 4.0% $24,757Social Science 4.0% $24,232Liberal Arts/Arts & Letters 3.5% $24,081Natural Resources 3.5% $22,950Human Ecology/Home Economics 3.5% $22,916Telecommunications 4.0% $22,447Journalism 4.0% $22,102Averages for Graduate DegreesMBA 5.0% $47,153Masters 4.0% $39,841Ph.D. 4.5% $45,458


18

Percentage Change Expected In Start-ing Salary Offers

Starting salaries offered to new collegegraduates hired this year (1996-97) are ex-pected to be 3.5-4.0% higher than a year ear-lier (1995-96). Starting salary increases areexpected to be slightlyaigher than a year. ear-lier. During the last three years, starting sala-ries increased by -0.6% to 1.3% in 1992-93,0.4% to 1.6% in 1993-94, 1.3% to 2.2% in 1994-95, and 1.4% to 2.9% in 1995-96.

Increases Above 4%Highest among anticipated increases,

above 4.0%, for this year (1996-97) are start-ing salaries for academic majors in computerscience ( 4:5 %), mechanical engineering(4.5%), and chemical engineering ( 4.3%).

Starting salary increases of 4.0% to 5.0%are expected for advanced degree graduates:5.0% for MBAs, 4.5% for doctoral degreegraduates, and 4.0% for master's degreegraduates.

4% IncreasesIncreases of 4.0% are expected for aca-

demic majors in accounting; financial admin-istration; general business administration;hotel, restaurant, and institutional manage-ment; marketing and sales; materials and lo-gistics management including purchasing,operations, and transportation; and person-nel administration and human resources ad-ministration. In addition, increased of 4.0%are expected for new graduates in advertis-ing, communications, journalism, telecommu-nications, education, civil engineering, elec-trical engineering, industrial engineering,packaging engineering, chemistry, geology,mathematics, physics, nursing, retailing, andsocial science.

When reporting on starting salary in-creases for women, minorities, and individu-als with disabilities, surveyed employers ex-pected increases to average approximately4.0%.

Increases Below 4%Expected to receive increases below 4.0%

are majors in agriculture (3.5%), natural re-sources ( 3.5%), human ecology and homeeconomics (3.5%), and liberal arts and hu-manities ( 3.5%).

Estimated Starting Salary Averages

- Although -average -starting salaries formost academic majors are listed, new collegegraduates should realize that their actual start-ing salary offers may depart considerablyfrom these averages. Several issues factor in,such as: the geographical location of the po-sition offered, the size of the employer extend-ing the offer, local cost of living conditions,the graduate's prior career-related work ex-periences, the academic success achieved bythe graduate, and the personality character-istics of the individual. The following sala-ries are averages.

Starting salaries for advanced degreegraduates are expected at $47,153 for MBAs,$39,841 for master's degree graduates, and$45,458 for doctoral degree graduates. De-pending upon the academic majors of theadvanced degree graduates and any relatedwork experiences accomplished, the startingsalary for individuals could vary considerablyfrom these averages, either higher or lower.

Anticipated starting salary averages for1996-97 graduates were calculated from dataon actual starting salary offers and acceptan-ces reported in the Interim Salary Report 1995-96 published by the Collegiate EmploymentResearch Institute at Michigan State Univer-sity, East Lansing, Michigan (November 1,1995), and the Salary Survey 1995-96 publishedby the National Association for Colleges andEmployers (formerly CPC), Bethlehem, PA.,in September 1996. Selected academic majorsfrom each of these reports were used.

Reasons For Extra Compensation OrHigher Starting Salaries

There are logical reasons for new collegegraduates receiving extra compensation orhigher starting salaries from surveyed orga-


19

nizations. A major factor is a graduate's priorwork experiences. If the work experiences arecareer-related, such as cooperative education,internship, or summer employment, employ-

ers may have the latitude to vary their salaryoffers. Special signing bonuses for previouscooperative education or intern experiencesin the hiring organization may be offered.

Academic achievement can be rewardedwith higher compensation too either as asigning bonus or as a higher starting salary.Strong grades, academic honors, and otherscholastic achievements are factors for nego-tiating a higher starting salary. Job offers fromother organizations may encourage em-ployers to increase their job offers.

Other factors and experiences thatmay result in higher starting salariesincluding active participation in schoolactivities, leadership roles in studentorganizations, and perceived potentialwithin the hiring organization. Addi-tional considerations for higher start-ing salaries are the geographical loca-tion of the position offered, the size ofthe employer extending the offer andlocal cost of living conditions. Any orall of these may influence the startingsalaries offered to new college gradu-ates.

Salaried Employees Laid Off

Layoffs were less frequent this year, ac-cording to surveyed organizations. Within thelast year (1995-96), 34 salaried employeeswere laid off by 40 surveyed organizationsreporting data for this question. This repre-sents 0.9% of the 3,778.,salaried employees onthe payrolls of organizations in 1995-96. Lay-offs in 1992- 93,1993 -94, and 1994-95 were rep-resented 7.8%, 5.0%, and 1.5%, respectively,of the salaried employees on the payrolls ofsurveyed organizations.

Retirements Among Salaried Em-ployees

Retirements accounted for 6.2% of thetotal workforce employed by surveyed orga-nizations. Retirements of salaried employeesfrom surveyed organizations last year (1995-96) totaled 696 full-time equivalent staff. Onthe payrolls of 174 employers reporting re-tirement data were 11,225 full-time salariedstaff. Retirements represented 3.9% of the sala-ried workforce employed by surveyed orga-nizations in 1992-93, 2.4% in 1993-94, and 2.5%in 1994-95.

70.0%

6Q0%

5a 0%

4 0. CP/o

30.0%

20.0%

1G CP/o

a0%

Anticipated Job Security Next Year

692

19.7

9.1

Ira-ease:1,kt Pb Chsme Decreased JcbSEcuity Sactrity


2012

Telecommuters Among CurrentEmployees

For purposes of this survey, atelecommuter is defined as an individualworking from home at a location other thanan office using communications technologiesto perform a job. Among 3,664 total salariedemployees (excluding clerical and laborerstaff) working for surveyed organizations, 50were telecommuters. Data were reported ontelecommuters by 80 organizations. A yearago (1995-96), telecommuters represented0.1% of the total workforce employed by sur-veyed organizations. Based upon responsesand other current data, it is safe to say thattelecommuting is a trend that is on the riseand will continue.

Anticipated Job Security Next Year(1996-97)

Job security within surveyed organiza-tions is an issue for graduates consideringmultiple job offers. Among surveyed employ-ers responding, 19.7% reported an increase injob security, 68.2% suggested no change in jobsecurity within their organizations next year,and 9.1% anticipated a decrease in job secu-rity. Downsizing in some organizations iscontinuing.

Anticipated Change In Campus Visits

Campus recruitment visits by surveyedemployers this year (1996-97) were expectedto increase by 9.9%. Surveyed employers re-ported visiting approximately 19.0 campusesfor recruiting last year (1995-96), and expectan average of 20.9 campuses will be visitedthis year (1996-97).

Occupations With The Greatest Antici-pated Employment Growth

Employers were urged to predict job cat-egories and occupations with the greatest an-ticipated employment growth. Employment

categories included: computer scientists, sys-tems consultants, computer network admin-istrators, computer technology systems spe-cialists, Internet consultants, graphic artists,industrial sales representatives, restaurantmanagers, software engineers, computer en-gineers, chemical engineers, electrical engi-neers, and various healthcare specialist posi-tions.

Improvements Recommended ForCollege Placement Offices

Surveyed employers offered suggestionson how placement offices could further assistgraduating students. Alumni networks, morecareer planning seminars, mandatory seniorseminar classes for graduating students, anda greater "real world" emphasis were advo-cated as enhancements to current services.

Preparing students for interviews and jobhunting was especially important to employ-ers. Too many students are not ready for in-terviews or geared for the job. Graduatingstudents should be offered models of properinterviewing techniques and resume critiqu-ing services. Employers suggested that newgraduates be informed about the importanceof directing their own careers, thus empha-sizing a career mentality as opposed to a jobfocus. Graduating students should be offeredinformation about multiple career alternativesand provided access to a variety of employ-ers.

Examples of useful seminar or workshoptopics include: job search techniques, prepar-ing a resume, interviewing, negotiating a fairstarting salary, accepting a job offer, currentjob market trends, and how the placementoffice works. Employers and "real world"people should present information to gradu-ating students on job competencies and ex-pectations.

Cooperative education assignments,practicums, internships, or other career-re-lated work experiences should be obligationsprior to graduation.


21

13

Meeting with college students duringtheir first year on campus might help under-graduates better understand the job market.According to employers, preparations mustbegin early in a college student's career andcontinue each year thereafter.

Updated facilities, computerized officesystems, and utilization of both Internet bul-letin boards and email were suggested.

Employers want results from their cam-pus visits. Particularly important are gradu-ating students with good GPAs.

More contact with employers and addi-tional recruiting programs would be helpful.Also requested were more job fairs and newmethods to invite prospective employers tocampus.

Programs andActivitiesOffered toAssist WithRecruitment

During cam-pus recruitment,innovative andcreative pro-grams can be ef-fective. Amongthe most signifi-cant cited by employers are on-line jobpostings, resumes of graduating students onCD discs, and availability of employer infor-mation on web pages.

Other successful programs include: col-legiate job and career fairs, employer presen-tations on campus, employer participationwith student groups, evening receptions,multicultural career fairs, and video inter-viewing capabilities. Additional noteworthyprograms are resume referral services, casestudy seminars, mock interview presenta-tions, and faculty exchange programs.

Experiences And Activities OfferedAs Preparations For Employment

Other than academic coursework and adegree, employers suggested campus experi-ences as preparation for employment. Intern-ships, cooperative education assignments,part-time work experiences, and leadershiproles in-extra-curricular activities were iden-tified as most important. Others included vol-unteer experiences, team activities, campuscommunity involvement, speaking experi-ences, tasks requiring people skills, analyti-cal thinking activities, and fraternity and so-rority leadership assignments. Exceptionallytempting to employers are club and studentactivities which promote integration of aca-demics and enterprise through an individual's

passion forhard work,ability toplan, capacityto organize,and compe-tence for ana-lytical think-ing.

Six Years To Complete Degree

sao%50.8%

so.03/0O2,10.Tka)

30.0%

2aavo

moo/. 1.6°/0 3.3%

328%

11.5%

0. MIMMIPIME11

Strong &new hat %Ural somewhat StrongFbsitive Fbsitive Negative Negative

Levels of Influence on Firing Decision

Years Re-quired ForCompletionOf

Bachelor's Degrees

The fact that some college students takelonger than four (4) years to complete abachelor's degree makes little or no differencein terms of hiring decisions. A degree in fouror five years is generally described as a posi-tive or neutral influence. However, a degreein six years is generally a more negative in-fluence, depending on circumstances (i.e.money, family, grades, academic majorchanges, etc.).

If the student needed to work while inschool, the length of time was not a factor. Ifthe student maintained excellent grades and


22

had other experiences the employer was seek-ing (i.e. cooperative education assignments,leadership roles, etc.), then the employerwould not care how long it took unless it wasevident that the student was slacking.

Completion of a degree in four years wasviewed as a strong positive (17.2%) or some-what positive (21.9%) influence by less than amajority of surveyed employers. A majorityof the employers (59.4%) perceived this fac-tor in the hiring decision as neither positivenor negative.

A bachelor's degree completed in five (5)

years would generally have a neutral influ-ence on an organization's hiring decisions,according to 76.6% of the surveyed employ-ers. For 4.7% of the employers, this matterwould have a strong positive influence, andfor 9.4%, it would have a somewhat positiveinfluence. For 9.4% of the respondents, thisfocus would have a somewhat negative per-suasion.

Additional Preparation And TrainingRecommended for Low DemandAcademic Majors

For new college graduates who have de-grees in academic majors with limited jobopportunities, additional preparation andtraining might make them more employable.Graduates in this situation can enhance theiremployment prospects by taking accountingcourses, obtaining internships or other prac-tical work experiences, earning a second ordouble degrees, and gaining computer tech-nology knowledge and experiences. Addi-tional college credits in business management,sales, marketing, public speaking, and writ-ing prove useful.

Graduates might consider new careers inthe restaurant, retailing, or financial servicesindustries or other occupational categorieswhere the supply of new graduates is low.Demand for new college graduates in thesefields and selected others is excellent.

Techniques Used For InvestigatingGenuine Interest Of Job Applicants

Employers use various recruiting tech-niques when testing the genuine interest ofcandidates. Amid the approaches utilizedwere: structured interviews, hiring panels,multiple_interviews,. discussions at careerfairs, information collected from employmentapplications, and early interest expressed bystudents during their sophomore or junioryears in college.

During campus interviews and plant vis-its, recruiters determine the job applicants'knowledge about the employers' situationand the employers' industry in general. Ap-plicants are questioned face-to-face. Writtenquestions are used on particular occasions.The focus is how much knowledge the appli-cants possess about the business. Graduat-ing students who interest employers are givenemployment applications to be completed andreturned. If the students follow directions,they are considered serious applicants.

Employers also look at past performancein school and during prior work experiencesas a gauge of future performance. Employ-ers ask question that demonstrate the gradu-ating students' leadership abilities and think-ing competencies. Another measure is thedegree of professionalism demonstrated bythe graduating students during campus andsite interviews. Attendance at employer pre-sentations and participation in other campusevents organized by employers prior to cam-pus interviews are additional measures.

Tailoring Curriculum To Meet Em-ployers' Needs

Various methods are utilized by sur-veyed organizations to assist colleges anduniversities with tailoring the curriculum tomeet their needs. The routine practiced mostfrequently is feedback through faculty, de-partment chairpersons, deans and other col-


23

lege and university personnel. As an example,meetings with department heads are sched-uled while visiting campuses for recruitmentactivities.

Additional activities include participa-tion on college or university advisory boards,curriculum committees, teaching classes, sit-ting on round table discussions, and attend-ing regional and national meetings of careerservices personnel to give informal feedbackto multiple colleges and universities.

Generally, strong faculty and universityrelations lead to openness of communications,which influences curriculum development.Employers meet with department heads, keyfaculty, and staff to discuss their needs forgraduating students. Literature, videos, andadvertising distributed by employers alsoemphasize organizational needs.

Closed Interview Schedules Ar-ranged By Employers

When scheduling on-campus visits, em-ployers sometimes arrange "closed" interviewschedules, so only selected graduating stu-dents are interviewed. Of the surveyed em-ployers responding to this question, 61.5%arranged "closed" interview schedules dur-ing 1995-96.

Techniques, special efforts, and recruit-ment programs utilized for graduating stu-dents include career fairs, work experience

programs (i.e. cooperative education, summeremployment, etc.), campus newspaper adver-tisements, information sessions, student re-ceptions, and attending meetings of academicclubs. Employers send invitational letters,make phone calls, visit faculty and staff, cul-tivate other campus connections, and regu-larly work through student groups. Job de-scriptions and company literature are en-closed to acquaint graduating students withtheir organizations. Resume pre-selectionprocesses are offered by career services officeon many college campuses.

Key Selection Criteria For InvitationalAnd Closed Interview Schedules

When reviewing student resumes for "in-vitational" or "closed" interview schedules,employers look for: relevant work experi-ences, academic field of study, interest in re-locating, extra-curricular activities, leadershipexperiences, and grade transcripts. Addi-tional factors are career objectives, academichonors, excellence awards, and computer pro-gramming languages studied.

Particularly inviting are experiences rel-evant to the activities the new graduateswould be doing for the employer. Work ex-periences that require use of technical skillsare good examples. Employers want to ob-serve participation in activities which enhancethe individual's skills. Organizations like to

Analysis of Interviewing StatisticsOpen Interview Schedules closed Or Invitational Interview

SchedulesNumber ofInterviews

Percent ofFirst

Interviews

Percent ofSecond

Interviews

Number ofInterviews

Percent ofFirst

Interviews

Percent ofSecond

InterviewsNumber StudentsInterviewed 2,889 19,422Number Invited forSecond Interviews

829 28.7% 9,199 47.4%Number of JobOffers Extended 249 8.6% 30.0% 5,088 26.2% 55.3%


2416

see that students are able to juggle multiplecourses while still working. Experiences thatdemand long hours and serious dedication areespecially attractive. Employers seek leader-ship qualities, community service experiences,a strong work ethic, and decent values.

Graduating students who finance theirown education receive distinction from em-ployers. The key factor is the percentage ofcollege expenses earned from working dur-ing summer breaks, part-time employment,and vacation periods.

Evaluation Of Open Versus ClosedOr Invitational Interview Schedules

One measure of effectiveness for campusrecruitment functions in surveyed organiza-tions is hire rate (percent of campus interviewswhich yield second interviews and ultimatelyjob offers). A comparison of open versusclosed or invitational interview schedules wasthe purpose of this analysis.

Data were requested on the number ofcollege students interviewed by surveyed or-ganizations on open versus closed or invita-tional interview schedules last year (1995-96),the number of college students invited forsecond interviews from open versus closed orinvitational interview schedules, and thenumber of offers of employment extended bysurveyed organizations from open versusclosed or invitational interview schedules.

From data provided by surveyed em-ployers on results of campus recruitment ac-tivities, both open and closed/ invitationalinterview schedules, fewer interviews are re-quired per new hire for closed or invitationalinterview schedules.

For open interview schedules, 28.7% offirst interviews yield invitations for secondinterviews. In addition, 8.6% of first inter-views ultimately produce job offers extendedto new college graduates. Of second inter-views produced by open interview schedules,30.0% result in job offers for new collegegraduates.

Data for closed or invitational interviewschedules are somewhat better. For closed orinvitational interview schedules, 47.4% of firstinterviews generate invitations for second in-terviews. Likewise, 26.2% of first interviewsultimately produce job offers extended to newcollege graduates. Of second interviews pro-duced by closed or invitational interviewschedules, 55.3% result in job offers for newcollege graduates.

Applicants Determining Fit With AnEmployer

When college students are interviewingvarious prospective employers and trying todetermine their "fit" within an organization,employers mentioned several considerations.Students should ask questions regarding theorganization's culture and structure, workenvironment, job responsibilities, trends of theindustry, and necessity for relocation. Newcollege graduates should pay attention to in-terpersonal relationships of staff, mannerisms,and communication among current employ-ees. Another factor might be the newgraduate's long-term career interests versusthe organization's plans.

Learn about the organizations' expecta-tions that employees work long hours andweekends. Read about the organization andtheir mission statement, commitment topeople, human resource initiatives, geo-graphical location of work facilities, and theorganization's customers.

If the new graduates are comfortable withthe people they meet in the organization, thenthe "fit" might be right. If the new graduatesare forcing themselves to do things, includ-ing the interview, then the job most likely isnot right for them.


. 2517

Criteria For Measuring EffectivenessOf Recruitment Functions

Multiple criteria are utilized by employ-ers when determining the effectiveness oftheir recruitment functions. Mentioned as themost notable measures were:

Number of-applicationsNumber of interviews per hireTime required to fill positionsQuality of applicants for available po-

sitions and internal customer satisfaction;meeting demand for new hires with high-cali-ber candidates

Diversity of overall applicant pool;numbers of minority and female applicants

Number of new hires; new hires fromcollege recruitment efforts versus advertisingby the organization

Quality of new hires; diversity of newhires

Offer to hire ratio; second interview tojob acceptance ratio; acceptance rate forgraduating students receiving job offers; per-cent of job offers accepted by outstanding can-didates

Cost per hire; cost for recruitment ef-forts; staying within allocated budget

Number of positions filled (or remain-ing open); success of organization with meet-ing their hiring goals; meeting organization'sbusiness objectives

Retention rate for new hires; turnoverrate; applicants' satisfaction

Success of new hires on the jobPromotion potential of new hires

Criteria Used When Selecting Insti-tutions For Campus RecruitmentActivities

When selecting colleges and universitiesfor campus recruitment efforts and interviewsseveral components were considered. Amongthe most important criteria were diversity ofthe student population, results from prior re-

cruitment efforts, proximity of the institutionto the employer's locations, number of gradu-ates in the academic majors required, job per-formance success of previous recruits, and re-tention/turnover rates of earlier recruits.

Diversity of the student population pro-vided positive incentives for employers toparticipate in campus recruitment activities.Employers scheduled visits and actively en-gaged in campus career development eventsat institutions with high minority student en-rollments.

Location of the college or university inrelation to the employer's facilities was an-other strong influence. If current employeesof the organization previously attended theinstitution, this was an especially importantfactor. The cost of recruitment was anotherconsideration. If the college or university wasnearby, the travel costs were lower.

The number of students graduating in theemployer's preferred majors, academic ma-jors offered, quality of graduating students,and flexibility of new graduates were care-fully considered. Quality of the academicprograms, reputation of the institution (topnotch schools received added attention), ac-creditation standards, difficulty of course con-tent, and faculty distinctions were given con-siderable weight. Other factors includedgrade point averages of graduates, contentsof the curriculum, state-of-the-art academicfacilities and equipment, and research con-ducted by key faculty that supported theemployer's needs.

Past successes of graduates from previ-ous recruitment activities were a motivation.If recruiters or interviewers had knowledgeof the school and the fit of their graduates withthe organization's needs, this helped. Reten-tion of previous recruits influenced this deci-sion too.

Use Of Web And Other InternetResources By Employers

According to 35.5% of the employersRECRUITING TRENDS 1996-97

2618

responding, home web pages have beenestablished on the Internet for communicat-ing job openings. Responding to this ques-tion were 124 organizations. A year earlier(December, 1995), 27 organizations (18.4%)had established homepages for this pur-pose'. In May 1995, 6.1% of surveyed em-ployers had established home_pages5. Quitesimply stated, according to employers, theInternet and homepages are an inexpensiveway to recruit and reach an abundant sup-ply of very well-qualified job applicants.

Employers are communicating the ad-dresses for their homepages to career servicesoffices at colleges and universities and tograduating college students. Employersnoted that this gives graduating students anadditional resource for gathering informationabout their organizations. Updates of mate-rials on homepages are much cheaper thanreprinting and distributing brochures. Manyemployers report the process of planning andcreating homepages.

Databases for collecting resumes of newcollege graduates on the Internet have beenestablished by 11.3% of surveyed organiza-tions responding. Employers who have ap-plicant databases on line are receiving largenumbers of resumes each week, and someemployers complain that they do not currentlyhave effective methods for dealing with thehuge quantities of applications received. Like-wise noted, employers were receiving re-sumes from many new college graduates whodid not meet their initial requirements.

A year earlier (December, 1995), 6.8% ofsurveyed organizations had established da-tabases for this purpose. According to sur-veyed employers, this is an excellent way todistribute and collect new employment appli-cations. However, this produces more newcollege graduates to interview. According toemployers, the addresses for employer data-bases on the Internet must be thoroughly pub-licized to college placement offices if organi-zations expect them to work.

Success with Internet recruitment activi-

ties received mixed reviews from employers.Because of Internet use, one employer re-ported that resumes were received from ap-plicants with better backgrounds and fromfiner schools than the organization had ex-pected to attract. The heavy use of Internetfor recruitment is mostly management infor-mation systems (MIS), computer science, andcomputer programmers. Use of Internet re-sources for recruitment was confirmed by26.7% of surveyed employers. Reporting suc-cess with use of Internet recruitment activi-ties to fill job openings were 11.7% of the sur-veyed employers. This year, employers areadvertising their job openings on Job Choices,Jobnet, Jobwire, E-span, Monster Board, On-Line Career Fairs, and JobTrak.

In December, 1995, 22.1% of surveyedemployers had used Internet resources. Atthat time, Internet resources used by employ-ers included the World Wide Web (www),Home Pages, On-Line Career Center, CareerMosaic, America On-Line, Prodigy, on-lineapplicant databases operated by selected col-leges and universities, and the JobWeb admin-istered by the National Association of Collegesand Employers (NACE).

Hiring of new college graduates by 145surveyed employers that use Internet re-sources is minimal. Employers using Internetresources reported a total of 154 new hiresidentified from this resource in 1995-96, or anaverage of approximately 1.1 new hire peremployer. Of the employers using these re-sources, 88.3% reported no hires from thisactivity. All the new hires from these re-sources were obtained by 11.7% of the em-ployers using the Internet.

In December, 1995, 32 employers re-ported use of Internet resources. A total of 22new hires were obtained through this re-source.

Electronic mail (Email) is another Internetresource available to prospective employers.Email is used more and more to reach gradu-ating students who were hard to get in touchwith previously. Email is especially success-


27

ful for broadcasting messages regarding em-ployer presentations on campus. In addition,email has been used to communicate directlywith graduating students to inform themabout interview dates and times.

Methods Used_F.orReaching College.Graduates Who Do Not Use Place-ment Offices

A variety of methods are used by em-ployers to reach graduating students who donot work through their college or universityplacement office. Options include: newspa-per advertisements, faculty and staff referrals,current employee connections, personal ref-erences, word of mouth from recent new hires,campus publications, career fairs, letters ofinquiry sent directly to the employers, studentorganizations, and trade publications.Internet resources, on-line job listing services,community agencies, placement firms, andprofessional journals can also be considered.

Third-Party Campus RecruitmentActivities

Surveyed organizations seldom engagethird-party firms to assist with their recruit-ment of new graduates on college and uni-versity campuses. Reporting utilization ofthird-party firms were. 7.0% of .the surveyedemployers. Most employers were conducttheir own recruitment activities and utilizetheir own human resources staff or profes-sional personnel.

Cheating By New College Graduates

When new college graduates apply foremployment in surveyed organizations,cheating is infrequently encountered. Of thesurveyed organizations, 18.9% reported inci-dents. Examples included lying about de-grees received (did not graduate), saying theyhad graduated with a particular academicmajor or grade point average (it was not true),inflating grades (experienced very rarely), orstretching employment experiences (incorrectdates or assignments). Some new collegegraduates falsely indicated that they wouldbe willing to relocate (and they were not).


28

Estimated Job Opportunities For Each Geographical Region Of The United StatesAvailability of employment opportunities in each geographical region of the United States

was determined by the number of reported job prospects for new college graduates receivingdegrees this year (1996-97). Employers gave each geographical region a rating of: extremelyhigh, high, medium, low, or no availability.

According to surveyed employers, an overall rating of "medium availability" level wasanticipated for all geographical regions of the United States this year (1996-97).

. Previous _ . Last ..Year Year

. This . .

YearSoutheastern region 78.9% 75.4% 85.1%Northcentral region 81.2% 73.8% 94.4%Southcentral region 81.3% 68.3% 73.1%Southwestern region 68.5% 58.2% 77.7%Northeastern region 66.0% . 53.8% 78.6%Northwestern region 57.0% 48.1% 62.9%

These percentages include employers reporting extremely high, high, and medium jobavailability levels. Ratings received by all regions this year (1996-97) were slightly higherthan ratings received a year earlier (1995-96).

BEST COPY AVAILABLE


29

FOOT NOTES

1 National Center for Education Statistics. 1996. Projections of EducationStatistics to 2006. 25th Edition. Washington; DC: U.S. Department of Educa-tion, Office of Educational Research and Improvement (NCES 96-661).

2 U.S. Department of Labor. 1996. Employment and Earnings.. August.Washington, DC: Bureau of Labor Statistics, U.S. Department of Labor. pp.12, 24..

3 National Center for Education Statistics. 1995. Digest of Education Sta-tistics 1995. Washington, DC: U.S. Department of Education, Office of Educa-tional Research and Improvement (NCES 95-029).

4 Scheetz, L. Patrick. 1995. Recruiting Trends- 1995-6. East Lansing, MI.:Collegiate Employment Research Institute, Michigan State University, p. 20.

5 Scheetz, L. Patrick. 1995. Recruiting Trends: Graduation Update 1995.East Lansing, MI.: Collegiate Employment Research Institute, Michigan StateUniversity, p. 3.

30


A

A Duda & Sons Inc.A.G. Edwards & SonsAAI Corp.ABN-Amro North AmericaACCRA Pac GroupACME Electronic Corp.Adaptec Inc.Aeromark Corp.Aerotech Inc.AerotekAgency for International DevelopmentAIL Systems Inc.AIPSOAir Liquide America Corp.Air Products & Chem Inc.AirwavesAlbemarle Corp.Albright & Wilson AmericasAllied Signal Inc.Allied Signal, TBSAllied Tube/ConduitAlthin Medical Inc.AlzaAmcast Industrial Corp.American Management Systems Inc.Amerada Hess Corp.American Bank & Trust Co.American Drug StoresAmerican Electric PowerAmerican International GroupAmerican Symphany Orchestra LeagueAmFac Parks & ResortsAmoco Corp.Amsted IndustriesAppleton Papers-Locks MillApplied Physics LabArcher Daniels Midland Co.Argonne National LabArkansas Best Corp.

I .

Arkwright Mutual InsuranceArthur Andersen SCASEA Brown Boveri Inc.Ashland Petroleum CoAssociated Electric Cooperative Inc.AT&TAT&T Global Information SolutionsAtlanta Gas Light Co.

B

B D 0 Seidman, LLPBabcock & Wilcox Co.Ball CorporationBaltimore PoliceBank One Columbus N ABarnett Banks Inc.Battelle Pacific LabBaxter HealthcareBayer Corp.Bayer USABDM Corp.Bechtel PetroleumBell Helicopter TextBerghoff RestaurantBloom Engineering Co.Blue Cross Blue Shield IllinoisBorror Corp.Bortz EnterprisesBoysville of MichiganBridgeport-SpauldingBrown UniversityBulova Tech. L.L.C.Burgess & Niple LTDBurling Pon Northern Santa Fe Railway

C

C A Muer Corp.C. J. Gayfer & Co.


31

Calif PolytechCalifornia Bureau of State AuditsCalifornia Postsecondary Ed CommCamp Dresser & McKeeCarriage IndustriesCass Recruitment PublicationCatepillar Inc.Catholic Social Services of Wayne Co.Ceco Concrete ConstructionCentennial GroupCentral CartageCigna Corp.Cincinnati Electric Corp.CIT GroupCitizens BankCentral Illinois Public ServiceCoca Cola Bottling Co.Colgate-Palmolive Co.Collins & Aikman Co.Colonial Pipeline Co. 18511Comerica BankComerica Inc.Complete Business SolutionsComputer Science Corp.Concurrent Technologies Corp.Consol Inc.Consolidated StoresContinental BakingCooper Industries Inc.Copolymer Rubber & Chemical Corp.Core TechnologyCorning Inc.Country Companies Insurance GroupCreare Inc.Creative SolutionsCRST Inc.

D

Data General Corp.Dayton's/Hudson's/Marshall FieldsDeka lb Genetics Corp.Deka lb Plant GeneticsDelco Electronics Corp.Delphi Energy & Engine Mgmt., Sys.Deloitte & ToucheDelta Dental Plan of California

Deltech EngineeringDewberry lc DavisDirections Publishing Inc.Donnelley Corp.Dow Corning Corp.Dresser-Rand Co.Du Pont Co.Duke Power Co.

E

E-Systems Inc.Earlham School of ReligionEastman Chemical CompanyEckerd Drug Co.Eddie Bauer Inc.EG&G FloridaElectric MachineryElectro ScientificElectronic Data Systems Corp.Elliot CompanyEnsco Inc.Envirex Inc.Environmental ElementsErie Insurance GroupExtended Systems Inc.ExxonExxon Co. InternationalE3 Engineering

F

FAAC Inc.Fairbanks Memorial HospitalFairfax County SchoolFalk Corp.Farm Credit ServicesFederal Mogul Corp.Ferguson EnterprisesField Container Co.Firestone Industrial ProductsFirestone TechnologiesFirst Bank Place MPFPFirst Tennessee National Corp.Fisher Hamilton, Inc.Florida Power Corp.


Foam Design IncorporatedFootaction USAFord Credit Co.Ford Motor Co.Ford Motor CreditFormation Inc.Fort Sanders RMCFram Corp.Free Library PhiladelphiaFrigidaire Co.Fort Worth ISDFuller Co.Fund for Public Interest ResearchFurnas Electric Co.

G

Gatx Capital Corp.GE Capital Corp.GencoGeneral Mills Inc.General MotorsGenetics InstituteGeo J Ball Horticulture Inc.Geupel De Mars Inc.Grand Trunk Western Railroad Co.Grant ThorntonGreat Lakes Jr. CollegeGreater Chicago Group Inc.Greenhorne & Omara Inc.GTE NorthGTE Products Corp.

H

Harcourt Brace Co.Harris Corp. Government SystemsHarris Corp. RF CommunicationsHarris Trust & Savings BankHartford Steam Boiler Insp. & Ins.Hasselbring-ClarkHazen & Sawyer P CHDS ServicesHewitt AssociatesHewlett PackardHigh/Scope Camp

HitachiHolland School DistrictHoly Cross HospitalHomesteadHoneywell Inc.Horace Mann Insurance Co.Hormel Foods Co.Houston Medical CenterHouston's Restaurant Inc.HRI Inc. Technical ResourcesHughes Network SystemsHughes STX CorporationHunt-Wesson Inc.Huntington Bancshares Inc.Huron Int. SD

I

IBP Inc.ICN Pharmaceuticals Inc.Idaho School Blind & DeafIdeal Industries Inc.IFR Inc.Indiana Dept. Natural ResourcesIndustrial Risk InsurerIngalls ShipbuildingInland Steel Flat ProductsInsurance Service OfficeInternational PaperInterstate HotelsIowa Department CorrectionIsabella CountyITT Aerospace / Communications

J

Jackson County Cooperative ExtensionJackson LaboratoryJacobsonsJames River CorporationJewel Food StoresJoseph Ryerson & Son

K


3325

Key State BankKroger CompanyKustom Signals, Inc.

L

L D Hepfer & Co.L Knife & Sons Inc.Lab Safety SupplyLake Co. Court ServicesLakeshore Country ClubLawyer's Assistant ProgramLE TourneauLife Touch National SchoolLinebeck Construction Corp.Lipe-Rollway Corp.Lippert ComponentsLNR Communication Corp.Lockheed Martin Aeronautical Sys. Co.Lockheed Aircraft Services Co.Lockwood Greene EngineeringLong Island LightingLord Corp.

M

Macy's EastManer Costerisan & EllisMansfield Operations, Armco Inc.Marketing Corp. AmericaMarsh ProductsMasland CarpetsMason Co. Mental HealthMaxus Energy Corp.Maytag Co.McDermott Inc.McInerney Miller BrothersMears/CPGMedtronic Inc.Meier Metal Service CentersMental Health CenterMercy Memorial HospitalMerskin & Merskin PCMervynsMettler Inc.Mi Biotechnology Institute

Mi Council on CrimeMichigan Department of AgricultureMichigan Department of CorrectionsMichigan Insurance BureauMichigan Office of Auditor GeneralMichigan State PoliceMid-America Energy Co.Mid-Michigan Correction FacilityMidamerican Energy CompanyMillhouse & Holaly, LLPMilliken & Co.Millipore Corp.Minnesota Mining Mfg.Mission Point ResortMissouri Dept. of TransportationMIT Lincoln LaboratoryMitre CorporationModular Systems Inc.Mohawk CarpetsMolmec Inc.Monarch Life Insurance Co.Monical's Pizza Corp.Monroe Auto Equipment Co.Montana Dept. HighwaysMoore Products Co.Moor Man's Inc.Morton InternationalMSHDAMSU House & Food Service

N

Nasa - Marshall SpaceNasa, John F. Kennedy Space CenterNational Labor Relations BRDNational Futures AssocationNaval Air Warfare Ct.Naval Air Warfare Ctr. Aircraft Div.Naval OceanographicNaval Undersea Warfare Center DivisionNBD BankNew Balance AthleticNew England ElectricNew Holland Inc.New York Life InsuranceNew York St. TransportationNew York Telephone


34

Newhall School DistrictNissan Residential and DevelopmentNorthville Lumber Co.

O

Occidential Chemical Corp.Ohio Board RegentsOhio CasualtyOhio Edison Co.Oklahoma Natural GasOlin Aerospace CompanyOwl Consulting Group

P

Paragon Steak HouseParker WittusPayless ShoesourcePeace CorpsPenn Power Light Co.Pennzoil CompanyPerceptron Inc.Phillips PetroleumPioneer Wear Inc.Plante & MoranPlastipak PackagingPlaytex Family ProductsPolaroid Corp.Presto Products Inc.Principal Mutual Life InsuranceProcter & GambleProfessional Business Computers

QQuincy L.P.

R

Rand Corp.Record Systems & EquipmentReed Tool Co.

Region II Comm. ActidRehmann -Robson & Co.Res. Triangle InstituteRexham Corp.Rhone-Poulenc Ag Co.Richard D. IrwinRichard-O-Tuck Inc.Ritz CarltonRiverside Osteo HospitalRockwell AutomationRockwell Science CenterRouge Steel Co.Russell Bus FormsRyder Systems Inc.

S

S C School for DeafSan Atonio Public ServiceSanders Sales Inc.Sandia National LabsSantee CooperSch. City/MishawakaSchlemberger InternationalSears Roebuck & Co.Second Judicial District CourtSeismograph Service Crp.Sentry Insurance Corp.Shemin Nuseries, Inc.Shiawasse Probate CT.Siemens Medical SystemsSimplified TaxSlakey Brothers Inc.Small Business Assoc. of MichiganSmith IndustriesSouthwire Co.Sparton ElectronicsSt. Joseph CountySt. Mary Lodge & ResortStange Stores Inc.Star Bank Corp.State of CaliforniaStepan CompanyStone Container Corp.Subsurface ExplorationSugar Loaf Resort


3527

SW Research Inst.Syracuse Research Inc.Systems & Computer Tech. Corp.

T

3 M Center20th Century IridustryTallahassee Memorial Reg. Med. CenterTechnology Inc.Teknor Apex Co.Tel labs, Inc.Tenneco EnergyTennessee Valley AuthorityThe American BinderyThe CitadelThe HeraldThe Netherlands, Insurance Co.The Smucker CompanyThe Stroh Brewery CompanyThermotron IndustriesThiokol CorporationTimken CompanyTitanium Metals Corp.Toro CompanyTrane Co.Transportation Res. BoardTRWTwitchell Corp.Tyler Refrigeration

U

Union Camp Corp.Union Electric Co.University of California DavisUnocal CorporationUnited States Comptroller of CurrencyUnited States CustomsUnited States Dept. of Agriculture, FSISUnited States Dept. of Navy -CivUnited States Forest ServiceUnited States General Service Admin.United States Marines Corps.United States Nasa Marshall SPCUnited States Nuclear Reg. Comm.

United States Steel GroupUniversity of CincinnatiUSDA, FSIS

V

NA Medical CenterVector Research Inc.Venture Stores Inc.Venture Vineyards Inc.Vermeer Manufacturing Co.VF Corp.Viking Metallurgical

Wade Trim Group Inc.Washington-PersonnelWashtenaw Co. RoadsWestern PublishingWestvaco Corp.Wheeling PittsburghWisconsin CheesemanWisconsin Gas Co.Wisconsin State GovernmentWolpac Inc.

xXeroxXontech Inc.

Y

Yeo & YeoYMCA of DetroitYoung and RubicamYoung Management/McDonalds

zZellerbachZenith Electric Corp.


36

INDEX

Advanced degree graduates, 8

career interests, 1career opportunities, 2Career preparation, 1cheating, 20closed interview schedules, 17compensation. See Starting salariescomputer technology, 4contract positions, 8cooperative education, 10, 15, 18Coursework, 1curriculum, 15

Databases, 18disabilities, 8diversity, 7downsizing, 3

Email, 18Entry-level positions, 1

genuine interest, 15geographical regions, 5, 21

hiring goals, 3,18homepages, 18

D

E

G-

-H


37

Internet, 3, 13, 18

J

Job market, 2Job offers, 15job outlook, 1,.3

layoffs, 12Liberal arts graduates, 7

M

minorities, 6

0obstacles, 4open interview schedules, 17

placement offices, 13,18, 20preparation, 15preprofessional experiences, 15

R-Reengineering, 3Retirements, 3,12

- Ssalaried employees, 6,10shortages, 10Size of organization, 4starting salaries, 6,11

Ttechnology. See Computer technologytemporary positions, 8third-party firms, 20


38

unemployment, 15

Wweb, 18women, 7


39

rA

ininn%

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