Keynote Title
Successful Partner Growth Leveraging College Hires
Don Morton & Mike Slette, Microsoft Fargo Dr. Bonnie Klamm, North Dakota State University Dave Bailey, Arctic IT October 3, 2007
Select Quotes From 2007 Partner Economic Survey
00inding competent, trustworthy, technical personnel with the desire to do the job 00ight00 has been very difficult00/font> 00ependable people with knowledge are
hard to attract00/font> 00here is a lot of competition for talented
people and not enough people to choose from00/font>
Summing It All Up
00he overall problem is that we cannot find qualified people to offer jobs to. It is not that they do not want to work for us. No one goes to college to become an MBS consultant.00/font>
00uote from 2007 Partner Economic Survey
The Challenge and the Opportunity
Only 5-10% of partners plan to hire college graduates in the coming year
Source: 2007 Partner Economic Survey and feedback from Success With People
U.S. Dynamics National Account partners confirmed high ROI on a new college grads over 2-3 year period
Microsoft Dynamics
Academic Alliance (DYNAA)
A mission to build world class partnerships with educators, partners and customers00/font> Free: Microsoft Dynamics licenses, Microsoft support, online training, curriculum repository Purpose: Teaching and research only Approx. 1,000 global academic relationships About 300 DYNAA members in the Americas
However00/font>very few DYNAA relationships
involve a Microsoft Dynamics partner and/or Dynamics customers
Microsoft Dynamics Academic Alliance 00ins00/font>
00niversity Wins00/font>
Relationship with local economy Guest lecturers from partners
and customers Internships and co-ops Input from partners on
advisory boards
00tudent Wins00nbsp;
Can earn substantial income in growing Microsoft Dynamics field Gain transferable knowledge Worldwide opportunities Grow professionally in
competitive market
00artner Wins00nbsp;
Students for internships and co-ops Participate on advisory boards Influence curriculum development Attend career fairs and
recruitment events Additional opportunities for consulting fees
BusinessWeek00 2007 Best Places to Launch a Career
Ranking for 2007 Top Degree Hired # Interns in 2006 % Eligible Interns Offered Jobs Salary Range 3 Year Retention Rate Deloitte 1 Business 1165 87% $50k-$55k 50% PWC 2 Business 2807 88% $50k-$55k 58% Ernst & Young 3 Business 2245 98% $50k-$55k 49% Microsoft 6 Computer Science 1113 N/A $70k+ 75% Accenture 8 Engineering 125 91% $55k-$60k N/A KPMG 11 Business 1871 95% $50k-$55k 59%
Source: Partners have not persuaded students there are alternative rewarding careers The recruiters from partners have targeted the top 25% of the class000they are not going to get them00/font> The middle 50% of class are equal or better in work ethic and native intelligence to students found anywhere else If a recruiter can present an opportunity that excites students, recruiting should not be a problem
Dr. Leslie R. Porter, Leventhal School of Accounting, USC
Secondary Target
Primary Partner Recruiting Targets: Tier 2 and Tier 3 Institutions
Very Selective
Large
Very High
TIER 1 PUBLIC
Michigan State
Very Selective
Large
Very High
TIER 1 PRIVATE
USC
Selective
Large-Medium
High
TIER 2 PUBLIC
Western Michigan
Selective
Large-Medium
High
TIER 2 PRIVATE
Loyola University
Less Selective
Medium-Very Small
Limited
TIER 3 PUBLIC
Grand Valley State
Less Selective
Medium-Very Small
Limited
TIER 3 PRIVATE
Concordia College
SELECTIVITY
SIZE
RESEARCH TYPE
EXAMPLE
Primary Target
Source: Carnegie Foundation for the Advancement of Teaching
Secondary Target
Insights from a College Professor
Dr. Bonnie Klamm, NDSU
Fargo, North Dakota
North Dakota State University
College of Business Internships
Internship process at NDSU Requirement Evaluations Student Employer
NDSU Career Center Overall Career Fairs 00Fall 2007 Employer participation Student participation
A Plan for Partners
NDSU -- College of Business
Internship Program
Internship, co-op (co-operative education) Graduation requirement Experience in field of study
Career Center monitors process and collects evaluations By students By employers
Student evaluations of co-op experience
Rate the value of the co-op Describe Organization and is core values Corporate climate Major responsibilities and contributions Levels of interaction Skills enhanced Answer: What was expected of you as an intern?
What was expected of you as an intern?
To work with any team, meet deadlines, be on time, be productive. To be self-motivated, organize tasks, work individually as well as on a team. To solve problems that arise in an IT environment. To learn quickly. To keep up the website and solve problems.
Employer evaluations of student intern
Performance evaluation on scale of 1 (did not meet expectations) to 5 (exceptional) including such areas as Accountability; attendance Customer focus; initiative; productivity Quality of work; teamwork; work standards Overall rating Open-ended comments on intern00 Strengths Weaknesses
Employer00 open-ended comments about intern
Strengths Worked well with customers Worked well on teams Accepted assignments Accepted challenges Showed dedication
Weaknesses Needs to improve writing 00 grammar, spelling, organization build confidence when speaking continue striving to learn new things Too thorough, i.e., takes too much time to complete projects
Support for students and employers E-Recruiting 00 Internships; fulltime positions Career Fairs 00Fall 2007 Meet the Firms (Accounting and Finance) 29 employers 250+ students Engineering and Tech Expo 159 employers 1,180+ students Network and build relationships
NDSU Career Center
Partners and Colleges/Universities
Determine Your employment needs, what type of individual can meet those needs, and which universities may have those individuals. Build relationships with Career Center personnel Faculty Participate in Career Center Job postings Internship programs Leverage your employees Have them help you recruit00.
PARTNER
CLIENTS
EMPLOYEES
VENDORS
FACULTY & CAREER CTRS
STUDENTS
Partners and Colleges/Universities
A College Recruiting Success Story
Dave Bailey, Arctic IT
Anchorage, Alaska
Creating Our Own Options
28 employees in Arctic IT Talented people weren00 coming to us Campus Recruiting00e didn00 have an option Focused on Upper Midwest/Northwest, a cultural and geographic connection University of ND, Western MI University, North Dakota State University Sold the amenities000the promise of adventure00/font>
Our Biggest Challenge
It WAS NOT recruiting and selling the organization Good Compensation Base salary increments tied to product knowledge / certifications Performance based bonus Billable hours without the pressure Creating the training program for the new staff arriving! Risk vs. Reward = Vision
Keys To Training Success
Recruit when business is good Train when business is slower Start recruits on the same day Established a detailed 3-month training program Gained commitment from existing staff to do their part Staggered resources throughout the period Teaching, shadowing, listening00earning what it means to be a consultant
Things We Came to Know
Most people don00 know what it means to be a consultant Professors offer good references When hiring staff out of college they don00 have many 00ad habits00/font> Teaching product knowledge is much easier than teaching consulting skills Back room, on-line training for product skills Consultants train consultants for 00oft skills00/font> Talk early about 00he questions00/font> Scenario based environment for learning
The Scorecard
In 6 months turned 3 college grads into staff consultants 00IS grad00nailed Business Portal projects 00ccounting grad00 designed Chart of Accounts Data integration projects being managed All 3 hires passed GP certification exams Upgrades, Training, On-Site Support
Now What?
Resources and Coaching
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