ed 364 128 author scheetz, l. patrickkeep in mind, this follows a decline in antici- cost cutting...

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Scheetz, L. PatrickRecruiting Trends 1993-94. A Study of Businesses,Industries, and Governmental Agencies Employing NewCollege Graduates.Michigan State Univ., East Lansing. CareerDevelopment and Placement Services.3 Dec 9342p.

Michigan State University, 113 Student ServicesBuilding, East Lancing, MI 48824-1113 ($25).Reports Evaluative/Feasibility (142)

MF01/PCO2 Plus Postage.*College Graduates; *Demand Occupations; Drug UseTesting; *Employer Attitudes; *EmploymentOpportunities; *Employment Patterns; HigherEducation; Labor Market; *Recruitment Salaries;Surveys; Trend Analysis

This report examines job market trends for newcollege graduates based on a survey of 618 organizations (businesses,industries, manufactur!..74 organizations, service sector employers,government agencies and military services. Topics considered include:(1) anticipated changes in hiring trends for new college graduates,(2) chan in campus recruitment techniques and strategies, and (3)expected .:arting salaries by academic major and degree level.Findings indicate that, for the first time in 5 years, an anticipated1.1 percent increase in employer hiring of new college graduates isexpected. These hiring increases are anticipated in such industriesas tire, rubber, and allied products; hotels, motels, restaurants,and recreational facilities; automotive equipment; and food andbeverage processing. Academic majors in short supply are in chemicaland electrical engineering and the Master's of BusinessAdministration. Starting salaries are expected to be 0.4 to 1.6percent higher than a year earlier. The report also notes that thenew and emerging occupations are in the fields of computer and hightechnology related occupations, business systems analysts,environmental scientists and engineers, health care and medicalspecialists, and communications and multimedia specialists. A"medium" level rating is given as to the availability of jobopportunities for all regions of the United States. (GLR)

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RECRUITING TRENDS 1993-94A Study of Businesses, Industries, and

Governmental Agencies EmployingNew College Graduates

By

L. Patrick Scheetz, Ph.D.Director

Collegiate Employment Research Instituteand

Assistant DirectorCareer Development and Placement Services

December 3, 1993

MICHIGAN STATE UNIVERSITYVernicka K. Tyson, Acting Director

Career Development and Placement Services113 Student Services Building

East Lansing, Michigan 48824-1113

3

ACKNOWLEDGEMENTS

Amidst times of short personnel staffs and overextended schedules, so many employerskindly responded to this year's Recruiting Trends survey. Without your responses, anaccurate assessment of the current job market for new college graduates would not bepossible. For all your help and efforts, I thank you.

Thanks are also extende,; to several members of the Career Development and PlacementServices staff at Michigan State University who were helpful with this project: Wen-YingLiu, Graduate Research Assistant of the Collegiate Employment Research Institute, whoprovided computer programming and statistical analyses for this publication; Neal Lao,Pu',lications Assistant for the Institute, who provided desktop publishing expertise for thesurvey instrument and final report; and Brenda Robinson, Secretary of the Institute whosupervised personnel working on data entry and typed comments received from respondents.Two student assistants accomplished data entry and questionnaire tracking: Becky Gratz,Julie Lander and Susan Luter. Appreciated were the support of Vernicka Tyson, ActingDirector of Career Development and Placement Services; editing recommendations fromLynn Wahl and Lynne Zelenski; and assistance with questionnaire development from LizConsidine, Tony Rogalski, Jane Miller, Jennifer Leedy, and Robert Poole.

To those who assisted with this project but we inadvertently overlooked, please accept myapologies. A task of this magnitude could not be accomplished without help from manyindividuals. Thanks to all who assisted.

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

Copyright: November 23, 1993MICHIGAN STATE UNIVERSITY

Career Development and Placement Servicesis a Division of Student Affairs and Services.

MSU is an Affimative Action/Equal Opportunity Institution.

4

RECRUITING TRENDS1993-1994

The first increase in hiring intentions in five years is projected. Surveyed employers report ananticipated increase of 1.1 percent, suggesting a turnaround in the job market and increased jobopportunities for new college graduates.

Employer categories expecting the greatest increases in hiring of ncw college graduates in 1993-94include: tire, rubber, and allied products; hotels, motels, restaurants, and recreational facilities; auto-motive equipment; food and beverage processing; hospitals and health care services; aerospace andcomponents; banking, finance, and insurance; and petroleum and allied products.

Academic majors in short supply were chemical engineering, electrical engineering, chemistry audMBAs, according to surveyed employers. Shortages of minority and women college graduates intechnical and business fields were also reported.

The economic climate of the nation topped the list of factors influencing job opportunities, followedby the financial health of organizations, organizational restructuring, and low attrition rates amongcurrent employees.

New and emerging occupations, as reported by surveyed employers, include: computer and hightechnology related occupations, business systems analysts, environmental scientists and engineers,health care and medical specialists, and communications and multimedia specialists.

New graduates were encouraged to be realistic in their career expectations ana xonsider accepting anentry-level position to enhance or develop job skills. Also suggested was the acquisition of addi-tional skills (such as a foreign language, computer programming, or accounting), which may provehelpful to prospective employers. A willingness to relocate was also cited as a factor to increasingjob prospects.

Computerization and automation of work environments in surveyed organizations continues t arapid pace. Nearly every employee uses computers as entire operations become automated andcomputerized to help "right size" companies and improve productivity to remain competitive world-wide.

Of new college graduates hired during 1992-93, 1.2 percent were full-time contract or temporarypersonnel. New graduates were encouraged to explore this option as a means of gaining experienceand a possible "edge" within an organization.

Availability of job opportunities was rated as "medium" for all regions of the United States.

When advising new college graduates on unique places to consider for job opportunities, employersrecommended working for small to medium-sized companies, niche sectors of the economy, tempo-rary contract agencies, searching in certain geographical areas of the United States, and pursuingopenings in international/overseas arenas.

Overview prepared by the Collegiate Employment Rescarth institute, 1213193. A copy of the Recruiting Tr mde 1993-Nis available for$25. if you wish to obtain a oopy of this repoll, please wri te to: L Patrick Sch estz, Director, Collegiate Employm ent Research institute,Michigan State University, 113 Student Services Building, East Lansing, Mi 44824-1113, (517) 355-9510, ext. 361.

5

Table of ContentsOverall Job Market for Class of 1993-94 1

Hiring Intentions Among Employers ofNew College Graduates 1

Survey Procedures 3

Employers Responding 3

Sizes of Organizations Responding 3

Categories of Employers Responding 4

Current Employment Among SurveyedOrganizations (Total Salaried Employees) 5

Contract/Temporary Employees 6

Layoffs Among Current Employees 6

Retirements of Employees 6

Minority Hiring Results 6

Women Hired 6

Hiring of Disabled 6

Contract/Temporary Personnel Hired 6

Hiring Goals Achieved 6

Factors Influencing This Year's Job Market 8

Advice for Graduates WhoFeel Overqualified for Available Jobs 8

Values Important toCollege Graduates Today 10

Computerization and Automation:Impact on Jobs 10

Cornmissions vs. Annual Salaries 12

Campus Visits 12

New and Emerging Occupations 12

Hiring for a Lifetime 13

Employer Views of Informational interviews 15

Unique Places to Hunt for Jobs 16

Small Employers: How to Find Them 17

"Weeder" Questions Used by Employers 18

Starting Salary Averages PercentageIncreases Expected 19

Starting Salary Averages 19

Important Job Performance Indicators 21

Turnover of New Hires 21

Transfers of New Hires 23

Common Mistakes When Interviewing 23

Drug, Alcohol, and AIDS Testing 25

Job Opportunities byGeographical Regions 26

Employers Responding toRecruiting Trends 1993-94 27

Index 35

RECRUITING TRENDS 1993-94A Study of 618 Businesses, Industries, and Governmental

Agencies Employing New College Graduates

Overall Job Marketfor Class of 1993-94

Good news for college graduates!!! Thependulum is beginning to swing in a positivedirection for job opportunities. Among the 618employers who reported hiring intentions for1993-94, an increase of 1.1% is projected. Thisrepresents the first increase of hiring intentions infive years. This report suggests a turnaround in thejob market and anticipated job prospects for newcollege graduates, which is welcomed news for all.

the job market. The message to new college gradu-ates is: "There are job opportunities available," butwe have a long recovery ahead to dig our way out ofthe job losses of the last four years.

An overall increase of 2.2% is expected this yearby business and industry organizations, but a decreaseof 3.9% is anticipated by governmental agencies.Thus, an overall increase of 1.1% is anticipated for1993-94.

Hiring Intentions Among Employersof New College Graduates

Keep in mind, this follows a decline in antici- Cost cutting and "right sizing" in organizationspated hires of 2.1% in 1992-93, 10.0% in 1991-92, continues throughout the country, according to re-9.8% in 1990-91, and 13.3% in 1989-90, this year's spondents to this year's survey. However, personnelprojected increase of 1.1% reverses the erosion of staffmg has been cut sufficiently to enable some em-

HIRING INTENTIONS AMONG EMPLOYERSOF NEW COLLEGE GRADUATES

+3.3%+3.8% +3.1%

+9.2% +1.4%

+5.0%-16.8%

-2.4%

-2.1% +1.1%

61- 82- 83- 64- 85- 86- 67- 88- 69- 90- 91- 92- 93-62 63 64 85 86 87 86 89 90 91 92 91 94

YEARS

RECRUITING TRENDS 1993-94

8

ployers to begin replacement of experienced person-nel with new college graduates. Unless business ac-tivities increase and the economic situation improves(and neither have increased significantly), further re-ductions in personnel will continue later this year.This will allow businesses and industrial organiza-tions to show profits to their shareholders and gov-ernmental a.,,,c11cies to balance budgets.

For the past four years, consistent decreases inhiring of new college graduates have been reportedby employers throughout the United States. Duringthese four years, a fundamental restructuring occurredin the methods which employers conduct business.Computers, voice message systems, and automatedtechnologies are totally revolutionizing the work en-vironment. Numerous clerical, administrative sup-port, and middie management level positions havebeen eliminated. Improved productivity is beingachieved so corporations can remain competitivewithin the global economy.

For new college graduates, limited job opportu-nities will remain. Thus, new graduates who feeloverqualified for available positions might take theadvice offered by surveyed employers: get in touchwith reality; do not get an attitude about being over-qualified. Every new hire has to start somewhere.Applicants should expect to work for every promo-tion. Future opportunities can arise from any firstjob obtained. A job is easier to find when one has ajob than when one does not. Find a place to begin acareer, as waiting will only hinder you.

Along 618 employers reporting the number ofnew college graduates hired last year (1992-93) andanticipated new hires for this year (1993-94), an over-all increase of 1.1% is anticipated. Only employersresponding with hiring data for last year and antici-pated new hires for this year are included in calcula-tions for this year's job market analysis.

Because of occasional small sample sizes in someindividual employer categories, caution needs to beexercised when interpreting data for particular em-ployer goups. Statistics contained in this report mostaccurately reflect the job market for new collegegraduates in the organizations responding to this sur-vey.

EXPECTED PERCENT CHANGE IN

NEW COLLEGE GRADUATE HIRES

BY INDUSTRY 1993-1994

INDUSTRY PERCENT CHANGE

Aerospaw 37.3Agçtb usiressAutmotive 48.5Banking/Finance 30.9Chemicals -19.4

spflAtm01Jonglomerats

ectronicsEngineering, Consultingand Professional Services -13.0Food Processing 39.0

.. ... .

4g.9

44.2-9.6

ass/PackagingGovernmentflosOtatsHotels/Motels 141.3Lumber Products 10.6Merchandising -14.6MetalsPetmleumPublic UtilitiesService Organizations -19.7Textiles -2.9Tires & Rubber 263.6

Overall Total 1.1

Several employer categories expected increasesof 25% or greater in hiring of new college graduatesthis year (1993-94) when compared to hiring of ayear earlier. Remember, however, that hiring in theseemployer categories was either very minimal or non-existent a year ago. These employer categories in-clude: tire, rubber, and allied products (263.6%);hotels, motels, restaurants, and recreational facilities(141.0%); automotive and mechanical equipment(48.5%); food and beverage processing (43.0%);

2 RECRUITING TRENDS 1993-94

9

hospitals and health care services (41.1%); aerospaceand components (37.3%); banking, fmance, and in-surance (30.9%); and petroleum imd allied products(28.6%).

Employer categories expecting increases of ap-proximately 1-10% were lumber, wood products, andfurniture manufacturers (10.8%); accounting firms(9.9%); communications and telecommunicationsincluding telephones, newspapers, and magazines(5.8%); and agribusiness (0.8%).

Decreases of 1-10% in hiring projections are an-ticipated by textiles, home

furnishings. and apparel manufacturers (-2.9%);governmental administration and military includingfederal, state, and local levels (-3.9%); diversifiedconglomerates (-4.2%); construction and buildingcontractors (-5.5%); metals and metal products (-7.4%); and electronics, computers, and electricalequipment manufacturers (-9.6%).

Expected hiring decreases greater than 10% areexpected b) engineering, research, consulting, andother professional services (-13.0%); merchandisingand retailing (-15.1%); chemicals, drugs, and alliedproducts (-20.3%); social service, religious, and vol-unteer organizations (-20.6%); public utilities includ-ing transportation (-25.8%); glass, packaging, andallied products (-30.1%).

Employers of varying sizes reported differenthiring intentions. Increases in hiring projections areexpected for employers with 500 to 999 employees(94.7%); employers with 100 to 499 employees(27.8%); organizations with 1,000 to 4,999 employ-ees (27.1%); and organizations with 1 to 99 employ-ees (15.8%).

Decreases are anticipated by employers with10,000 or more employees (-9.0%); and employerswith 5,000 to 9,999 employees (-25.2%);

Survey Procedures

The 23rd anniversary edition of the RecruitingTrends survey was mailed to 4,584 employers in,

industry, and governmental agencies. Representedamong these were (1) members of the College Place-ment Council or a regional placement association,(2) employers registered with Career Developmentand Placement Services at Michigan State Univer-sity, and (3) employers randomly selected from a listof small businesses in the Standard and Poor 's Reg-ister. Surveys were initially mailed first-class to em-ployers on September 13, 1993, with follow-upreminder notices mailed first-class on October 29,1993. Follow-up telephone calls were placed to se-lected major employers from November 18-24, 1993.

Data from this survey are quoted by many pres-tigious news media including USA Today, ABC'sGood Morning America; CNN's national overseasnew services; theNBC Nightly News; The Black Col-legian; WJR radio in Detroit; KOA radio in Denver;National Public Radio;ABC and CBS television andradio stations throughout the country; and numerousmagazines and newspapers nationwide.

Employers Responding

Responses were received from 625 organizations(13.6%), and 618 of these were complete enough forstatistical analysis purposes. This sample adequatelyreflects the expectations of organizations recruitingon college and university campuses throughout thenation in 1993-94 for new college graduates.

Of this year's respondents, 566 were businesses,industries, manufacturing organizations, and servicesector employers (91.6%); and 52 were local, state,and federal government agencies and the militaryservices (8.4%).

Sizes of Organizations Responding

Organizations responding to this year's surveyrepresented employers with fewer than 100 total sala-ried employees (excluding clerical and laborer staff)to organizations with mom than 10,000 staff on thepayroll. Organizations with 100 to 499 employees

RECRUITING TRENDS 1993-94 3

1 0

BREAKDOWN OF RESPONDENTSBY NUMBER OF EMPLOYEES

5,000 to 5,9996.7%

1,000 to4999

23.2%

10,000 or more10.4%

1 to 9918.7 %

500 to 99912.2%

100 to 49928.9%

represented 28.9% of the respondents; those with1,000 to 4,999 employees represented 23.2% of therespondents; and organizations with 1 to 99 employ-ees represented 18.7% of the respondents. Organi-zations with 500 to 999 employees represented 12.2%of the respondents; those with 10,000 or more em-ployees represented 10.4% of the respondents; andorganizations with 5,000 to 9,999 employees repre-sented 6.7% of the respondthts.

Categories of Employers Responding

Represented among the respondents to this year'ssurvey were employers in businesses, industries,manufacturing organizations, service sector employ-ers, government agencies, and the military services.A complete list of employers responding to this sur-vey is contained in the appendix to this report. Thenumber of respondents from each employer categoryare indicated below:

CATEGORIES OF EMPLOYERSRESPONDING FOR 1993-94

Employer Category Number of Respondents

Accounting 20

Aerospace and Components 19

Agribusiness 19

Automotive and Mechanical Equipment 29

Banking, Finance, and Insurance 47Chemicals, Drugs, and Allied Products 32

Communications and Telecommunications(including telephones,newspapers, magazines,radio and television) 28

Construction and Building Contractors 13

Diversified Conglomerates 6Electronics, Computers, and

Electrical Equipment Manufacturers 59Engineering, Research, Consulting,

and Other Professional Services 51

Food and Beverage Processing 12

Glass, Packaging, and Allied Products 9Government Administration including Military 52


Hospitals and Health Care ServicesHotels, Motels, and Restaurant FacilitiesLumber, Wood Products,

and Furniture ManufacturersMerchandising and RetailingMetals and Metal ProductsPetroleum and Allied ProductsPublic Utilities (including transportation)Social Services and Volunteer

OrganizationsTextiles, Home Furnishings,

and Apparel ManufacturersTut, Rubber, and Allied Products

Total Responding:

31 utilities, including transportation; engineering, re-29 search, consulting, and other professional services;

merchandising and retailing; metals and metal prod-ucts; glass, packaging, and allied products; hospitalsand health care services; and construction and build-ing contractors.

13

30202440

22

10

618

Questions this year focus,.d on topics related torecruitment and selection of new college graduates.These questions included anticipated changes in hir-ing trends for new college graduates, contract andtemporary employment, factors influencing the jobmarket for this year, advice for new graduates whofeel overqualified for employment, values importantto today's new college graduates, computerizationand automation, starting salaries and commissions,and new and emerging occupations. These were afew of the questions posed to employers of new col-lege graduates.

Current Employment AmongSurveyed Organizations

(Total Salaried Employees)

CURRENT EMPLOYEES WORKING

FOR SURVEYED EMPLOYERS

Total salaried employees pres-ently: 1,131,175

Contract or temporary personneltotal 36,979, or 4.3% of currentsalaried employees.

Layoffs last year totaled 60,579,or 7.8% of total salaried employ-ees.

Retirements totaled 28,554, or3.9% of total salaried workforce.

Salaried employees at this timenext year (1994-95): 1,152,495,or an increase of 1.8%

Decreases of less than 5% were expected by tire,rubber, and allied products; food and beverage pro-cessing; accounting firms; diversified conglomerates;chemicals, drugs, and allied products; and textiles,home furnishings, and apparel manufacturers.

On the current payrolls of organizations respond-ing to this year's survey were 1,131,175 total sala-ried employees (excluding clerical and laborer staff).At this time next year (1994-95), approximately1,152,495 salaried employees are expected on thepayroll of these organizations, an increase of 1.8%.

Expecting increases in salaried employees of ap-proximately 1% to 10% were electonics, comput-ers, and electrical equipment manufacturers; public

Decreases of 5% to 10% were anticipated in sala-ried employees by communications and telecommu-nications, including telephones and newspapers;hotels, motels, restaurants, and recreational facilities;lumber, wood products, and furniture manufactur-ers; and petroleum and allied products; and aerospaceand components.

Expecting substantial decreases (greater than10%) in salaried employees during the next year were


125

automotive and mechanical equipment; social ser-vice, religious, and volunteer organizations; andbanking, finance, and insurance.

Contract/Temporary Employees

Contract and temporary personnel (full-timeequivalents) totaled 36,979 of 851,419 total salariedemployees (excluding clerical and laborer staff) re-ported by 194 surveyed employers. This represented4.3% of the current salaried employees on the pay-rolls of these organizations.

Layoffs Among Current Employees

Within the last year (1992-93), 60,579 salariedemployees were laid off by 211 surveyed organiza-tions reporting data. This represented 7.8% of thetotal 775,643 salaried employees on the payrolls ofthese organizations.

Retirements of Employees

Salaried employees retiring from surveyed orga-nizations totaled 28,554 full-time equivalent staff oflast year On the payrolls of 204 employers report-ing data were 730.495 full-time salaried staff. Re-tirements represented 3.9% of the salaried workforcein these organizations.

Minority Hiring Results

Among the new college graduates hireu by sur-veyed organizations last year (1992-93), 3,209 wereminorities (Black/African-American, Hispanic, Span-ish/American, Asian/Pacific Islanders, or AmericanIndians). These statistics were reported by 206 ofthe employers responding. Minorities were repre-sented by 26.2% of the new hires in these organiza-tions.

Women Hired

Women were represented by 38.9% of the newhires in 206 surveyed organizations reporting gender

data. Of 12,338 new hires in these organizations,4,803 were women.

Hiring of Disabled

Individuals with disabilities (i.e. hearing impaired,blind/visually impaired, mobility impaired, mentallyreLarded, cerebral palsied, or epileptic) were repre-sented by 1.7% of the new hires in 171 surveyedorganizations. These were the employers reportingpeople with disabilities hired by their organizat;ons.Of 7,570 new hires in these organizations, 131 wereindividuals with disabilities.

Note that the term handicapper was chosen onthe questionnaire instrument for this survey ratherthan disabled to describe one who competes in spiteof a handicap. This is a term preferred by many indi-viduals with disabilities. By defmition, a handicap isany encumbrance or disadvantage that makes suc-cess more difficult. The idea of competing with a"hand-i-cap" makes the individual's chances of win-ning equal. On tbs. contrary, "disabled" is one who isunable to perforr.. ;fork, weakened, crippled, inca-pacitated, or disqualified.

Contract/Temporary Personnel Hired

Among the 8,493 new college graduates hiredby 178 surveyed organization last year (1992-93),105 were full-time contract or temporary personnel(1.2%). These were the only surveyed employersreporting data on temporary or contract personnel.

Hiring Goals Achieved

Most surveyed organizations (80.7%) met theirhiring goals for new college graduates last year (1992-93). Of 184 employers responding to this question,only 19.3% reported goals that were not achieved.

With business levels reduced substantially, hir-ing goals were achieved more easily by most em-ployers, and an overabundance of available new


13

college graduates facilitated this task. Other organi-zations continued downsizing or working understressed economic conditions, so few job openingswere posted for the public. Some open positions werenot filled, with incumbents consolidating job respon-sibilities to achieve reduced corporate personnel ob-jectives.

Academic majors demanded by employers andlacking in sufficient quantities to fill available posi-tions (15) were cited as a major reason for employersfailing to meeting hiring goals. In short supply, ac-cording to surveyed employers, were chemistry,chemical engineering, electrical engineering, andMBAs.

The quality of available applicants (12) was an-other criticism reported by employers. Sufficient"choice" candidates were not found among applicantsrecruited from college and university campuses, thussome positions remained open at the end of the re-cruitment season.

Certain positions were Pyailable, but applicantswere too few (8). Mentioned in this category weresales/marketing representative assignments, techni-cal research positions, registered nurses, and occu-pational therapists. Partially blamed for this shortagewas the fact that employers did not actively recruiton college campuses. Although acceptance rates weregood, some employers did not bring enough fmalcandidates to second interviews, so hiring goals fellshort for these positions.

Diversity among job applicants was also lacking(10), according to surveyed employers. Shortagesof minority and women college graduates were re-ported by several surveyed organizations. Outreachprograms to recruit more minority applicants andwomen last year did not produce enough superiorcandidates for available job openings.

Applicants willing to relocate io geographicalareas %viol available positions (6) was another needof employers. A few employers reported candidatesaccepting employment and reneging after finding ajob closer to home (3).

Some employers (9) indicated that their organi-zations did not have hiring goals for new collegegraduatesbecause of layoffs, downsizing, poorbusiness performance, or a preference for more ex-pfmienced job applicants. With low turnover amongcurrent employees because of current economic con-ditions, hiring goals were substantially below nor-mal. Only when positions became available didemployers recruit.

HIRING GOALS FOR I

SURVEYED EMPLOYERS

Most surveyed organizations (80.7%)met their hiring goals.

Business levels reduced substantiallyand excess availability of recent newcollege graduates.

Selected academic majors !n shortsupply: chemical engineering, chemistry,electrical engineering, and MBAs.

Sufficient "choice' applicants were notfound.

Certain positions were hard to fill: salesand marketing assignments, technicalresearch positions, registered nurses,and occupational therapists.

Diversity among applicants was lacking;shortages of minorities and womencollege graduates were reported.

Applicants willing to relocate wereneeded.

Some employers did not have hiringgoals because of layoffs, downsizing,poor business performance, or prefer-er.es for more experienced job appli-c:vits.


147

Factors InfluencingThis Year's Job Market

The most influential factor affecting the currentjob market for new college graduates (1993-94), ac-cording to saveyed orga '.izations, will be the eco-nomic climate of this country (38). At this point, thegeneral economy remains uncertain wIth a very slightrise in inflation (2-3% annually). If the economyimproves, new job creation will occur, turnover willincrease, and the number of new hires will expand.A flat economy, like the current one, causes moredownsizing. Consequently, each job has more re-sponsibilities and each employee is necessitated toincrease productivity. Overall health of the economydictates general job prospects for most business, in-dustry, and government employers. Significant re-covery from the current recession is ma anticipatedby surveyed employers.

FACTORS INFLUENCING

THE 1993-94 JOB MARKET

General economic climate remainsuncertain with very slight rise ininflation.

Financial health of organizations injeopardy (profits vs losses).

Federal and state government hiringnot expected to change very much(-3.3%).

Re-engineering efforts will havesome affect on staffing needs.

Attrition from turnover and retire-ments has slowed to a very low level.

Relative fmancial health of numerous organiza-tions, as measured by profits and losses, is in jeop-ardy (30). Anticipated business growth will remainsluggish, but stable, as more organizations continueefforts to "right size." Head count restrictions will

continue; sales volume increases will be moderate;capital spending will not increase appreciably; world-wide purchasing activities will be competitive; leanmanufacturing techniques will be adopted; expan-sion plans will wait another year; continuing slowgrowth in retail sales can be expected; higher unem-ployment will be attained; and generally slow growthwill be maintained. Increased governmental regula-tions will merely slow business growth further.

Federal and state government hiring are not ex-pected to change excessively (8). State revenues haveremained steady, so no increases, if any, should beexpected in hiring. Downsizing by defense contrac-tors will continue. Increases in receipts of sales taxrevenues and various other user fees will merely payfor other reductions in governmental spending.

Re-engineering efforts within organizations willhave some effect on staffing needs (13), causing in-ternal movement of employees to occur, but limitednew job openings will become available for recentcollege graduates. Job descriptions are changingduring downsizing, mergers, acquisitions, restructur-ing, and retooling phases in organizations.

Attrition among current employees, from turn-over and retirements, has slowed to a very low level(14). Because fewer current employees are leaving,except when encouraged to retire with incentives,fewer new positions are created, and the job marketfor new college graduates will remain extremely tight.For each professional position available, there arenumerous qualified applicants available, and manyhave substantial work experiences. The current situ-ation for new college graduates is a "buyer's mar-ket." Continuing cautious hiring can be anticipated.

Advice for Graduates Who FeelOverqualified for Available Jobs

When offering advice to new college graduateswho feel they are overqualified for available employ-ment opportunities on today's job market, surveyedemployers were candid. The most prominent advice

1


15

was a recommendation that new graduates be realis-tic in their expectations. Some graduates may findthat they are not as overqualified as they thought theywere. Other advice: get :11 touch with reality; reduceyour "hat size." New college giaduates cannot dem-onstrate that they are overqualified for a job untilthey have tried it on for size. They should not thinkthey are too good for any job. Generally, new col-lege recruits are initially faced with the prospects ofbeing underqualified.

Recruits must have patience and perseverance,advised employers. Current conditions will not lastforever; iob markets will improve. Graduates shouldnot take an attitude about being overqualified andlimit themselves because they feel overqualified.According to employers, no one who wants to workis overqualified. Wake up and realize the realities ofthe 1990's. Get started in an organization that offersa career ladder and produce outstanding results. Pro-motions will come later.

An initial position may be accepted as a "meansto an end," and the :;earch can continue for bettercareer opportunitks while working. Consider anentry-level position as a stepping stone to more chal-lenging opportunities. Look for positions that per-haps expand on enhancing or developing skills. Learnbusiness protocol, culture, and products. Be flexibleand open to new prospects that may become avail-able.

New graduates should take advantage of the bestjob currently available.

Everyone has to start somewhere. Outstandingwork accomplishments perfoimed on the job willpresent opportunities. Every opportunity should beused to learn businesses from the "ground up." Thejobs of tomorrow may be different than those of yes-terday. Read signs of change and make appropriateadjustments. Seriously weigh the opportunities thatare presented.

By accepting less than the "perfect position," newgraduates can get a foot in the door, even though itmay not be at the preferred starting level. Becausemost people have to start somewhere, expect to work

up through an organization.A good organization willreward employees in line with their contributions.Abilities and potential need to be demonstrated be-fore a mana Rement position can be assumed. Nu-merous interesting organizations and geographicallocations may be pursued. Hard work and patienceare needed. No complaining about the opportunitypiesented. Be willing to compete for the posit-ionswanted.

Smaller companies or temporary agencies mightbe considered as both offer good opportunities forgaining experience and getting exposure to the jobmarket. Mobility may be necessary. Staying in schoolis an option or getting a cooperative ekcation in-ternship. New graduates need to be active profes-sionally (i.e. organizations, seminars, etc.). Lookagain! By looking for jobs first, careers will come tothose who plan and prove their worth.

The longer one sits on the sidelines, the less thestarting salary potential will be, because the marketvalue drops with each month of unemployment. In-dividuals must show initiative to find some employ-ment while searching for the ideal job, which is betterthan not working at all. Future employers will lookmore favorably on a candidate who worked than onewho waited for the right opportunity. Do not be toopicky.

A college degree shows knowledge andtrainability but lacks the final essential element for asuccessful careerjob experience. New collegegraduates have little experience in the corporate set-ting. Although individuals may believe they are over-qualified for a position, there is always something tobe learned and contributed to every situation or posi-tion. Essential experience can be gained from anynew position accepted.

Work experience at any level will make a candi-date more marketable in the future and is valuable ontheir record. Something can be learned from everyposition. Most desired are "hands-on," career-relatedexperiences. Opportunities may arise from any "firstjob." Any work is helpful while building an experi-ence base. While salary and benefits are important,

RECRUITING TRENDS 199344

1 6

9

experience rates first. Maintain a job long enough toestablish an excellent work record.

New graduates need to conduct more researchon career alternatives. Job opportunities are avail-able to those who have the potential to learn. If theideal job cannot be found nor landed, then objectivesmay need to redefmed and job campaigning refo-cused.

Additional skills are always welcomed by pro-spective employers. Classes in programming lan-guages, accounting, tax expertise, or a foreignlanguage may help. Flexibility to travel overseas isanother plus. Whengearing for a future job searchcampaign, the focus should be on the employer'sneeds.

Continue searching! Kew looking for the jobyou want, and keep sending resumes to potentialemployers. Look harder and find a place to "start."

Blanket advice like this, however, may not beappropriate. Qualifications and preparation are per-sonal, so advice for one individual may not be ap-propriate for another. Each individual must take theirpersonal situation into consideration when imple-menting these recommendations.

Values Important to CollegeGraduates Today

When listing values important to today's newcollege graduates, surveyed employers who recruitthese graduates on college and university campusescited the top three as (1) job satisfaction, (2) a bal-anced quality of life, and (3) compensation and ben-efits.

A satisfying job for new college hires, as de-scribed by surveyed employers, consists of a COhi-fortable work environment with pleasant people, ameaningful and challenging occupation, interestingassignments, a variety of work tasks, prestige, andadvancement potential (40). New graduates alsowanted to feel good about their work, be rewarded

appropriately, have job growth and a visible careerpath, be trusted, have access to tile "big picture," rec-ognition, financial performance related feedback, andbe able to transfer to a new work situation if unhappywith their current assignment

A balanced life was next in importance on thenew graduate's list (15). Aquality life for new gradu-ates is described as: time for families, vacation, andrecreation; flexible hours; a geographical location nearculture, recreation, and desired climate; and socialevents.

Compensation and benefits are also importantvalues to new graduates (16). An equitable startingsalary, reasonable pay increases, and essential ben-efits were desired. Especially attractive to new gradu-ates is assistance to ,-.ontinue educational goals andjob assignments in proximity to an educational insti-tution.

Job security and steady, long-term commitmentis next in importance, according to employers. Jobstability, steady full-time employment, and non-en-try level jobs are desired.

Computerization and Automation:Impact on Jobs

Computerization and automation of the workenvironment in surveyed organizations apt continu-ing at a very rapid pace. Computers and automatedtechnology are all pervasive. Frequencies of re-sponses from surveyed employers are noted in brack-ets ( ).

Areas of the work environment in many surveyedorganizations are becomina almost totally comput-erized (131), including clerical, administrative, andtechnical support offices. Employees are impactedwith nearly everyone using computers. For thosewho are computer illiterate, there are relatively fewprofessional jobs available today. It is advantageousfor everyone in an organization to be computer liter-ate.


Facilities are receiving new local area networks(LANs) for connection of personal ....A.,mputers in of-fice areas and manufacturing installations. Becausecomputers enhance many job assignments, they canbe found on nearly every desk and in several loca-tions in every department. Client information, in-ventory control, sales and marketing, orderprocessing, purchasing, and distribution and logis-tics operations have become automated. Informa-tion technology was everywhere in surveyedorganizations.

Each year, entire operations have become auto-mated and computerized to help "right size" compa-nies. In the process, improved productivity isachieved at all levels of management. To remaincompetitive, all areas of the work environment mustle kept on the leading edge of technology.

Although slower to automate and computerize,manufacturing jobs are gradually gaining computersand automation (18). Union laborers, line jobs (tosome degree), materials control, and scheduling po-sitions are most impacted, as time sheets, expensevouchers, assembly lines operations, computer-aidedtechnologies, and budgets are ,:omputerized. An ex-ception to this transition, reported by surveyed em-ployers, was the basic steel industry. For someemployers, this issue was not timely, because theirworkforces were automated many years ago.

Financial services and accounting are two moreareas with extensive automation (22). The latest newtechnologies in audit:nig are laptop computers andcomputerized auditing software. For several years,data processing services, payroll, employee informa-tion, billing, staff benefits, point-of-sale systems, andhome office accounting systems had been computer-ized.

Design engineering is another area of automa-tion (13). Much greater use of computer-aided de-sign (CAD), computer-aided engineering (CA),systems design, graphics work groups, laboratory staffassignments, and computerized drafting for engineers

THE IMPACT OF

COMPUTERIZATION AND AUTOMATION

Computers and automation of the workenvironment are everywhere, includingclerical, administrative, and technicalsupport office positions. Nearlyeveryone uses computers.

Local area networks (LANs) areconnecting personal computers inoffice areas and manufacturing installa-tions for client information, inventorycontrol, sales and marketing, orderprocessing, purchasing, and logisticsand distribution operations.

Productivity increases are achieved atall levels of management by automat-ing and computerizing to help "rightsize" companies.

Manufacturing jobs are graduallygaining computers and automation,atthough slower to achieve with unionlabor.

Other areas: financial services andaccounting, design engineering, retailstore operations, hospitals and healthcare agencies, and senior level man-agement jobs.

was reported.In retailing, store operations air becoming totally

computerized (5). In addition, buying and inventoryanalysis, logistics and distribution, and human re-soutces are becoming automated.

For hospitals and health care agencies (5), com-puter have made it possible for nurses and other pa-tient care providers to spend more time on patientsand less time completing paperwork and documen-tation. Payroll, billing, and patient accounting arenow automated.

Making senior management comfortable withcomputers and helping them keep pace with techno-logical changes is a challenge (6), according to sur-veyed employers. With reduced numbers of clerical


18

employees, professional staff need to be computerliterate and use personal computer applications. Be-cause many work environments have become totallycomputerized, older workers who could not or wouldnot learn, may have their jobs threatened. Accordingto surveyed employers, older employees are not ascomputer literate as younger, new college graduates.

Commissions vs. Annual Salaries

Among 230 surveyed employers responding tothis question, eight organizations (3.4%) paid com-missions to new college hires in addition to startingsalaries. Commissions were primarily paid for sales,marketing, or advertising related positions. The an-nual commission paid by these eight organizations tonew college graduates during the first year of em-ployment varied from $1,500 to $27,000. The aver-age commission plus base salary for these positionswas approximately $24,000.

Campus Visits

Campuses visited by surveyed organization forinterviewing new college graduates this year (1993-94) are expected to decrease by approximately 5.0%.Last year, surveyed organizations each visited approxi-mately 17 campuses for recruiting, and this year, ap-proximately 16 campuses will be visited for thispurpose.

Increases in campus visits are expected by aero-space and components (38.5%); metals and metalproducts (33.3%); social service, religious, and vol-unteer organizations (30.3%); food and beverage pro-cessing (26.7%); agribusiness (21.6%); glass,packaging, and allied products (14.3%); textiles, homefurnishings, and apparel manufacturers (11.9%); gov-ernmental administration and military including fed-eral, state, and local levels (10.7%); hospitals andhealth care services (8.2%); public utilities, includ-ing transportation (5.5%); hotels, motels, restaurants,and recreational facilities (5.1%); accounting firms

(L1%); and petroleum and allied products (0.4%).

Those organizations expecting decreases in num-ber of campuses visited were engineering, research,consulting, and other professional services (-0.2%);automotive and mechanical equipment (-0.7%); lum-ber, wood products, and furniture manufacturers (-5.5% ); electronics, computers, and electricalequipment manufacturers (-8.8%); diversified con-glomerates (-9.1%); merchandising and retailing (-13.3%); banking, fmance, and insurance (-15.4%);tire, rubber, and allied products (-21.7%); construc-tion and building contractors (-25.0%); communi-cations and telecommunications, inclu,!ingtelephones, newspapers, and magazines (-29.4%);and chemicals, drugs, and allied products (-32.2%).

Smaller organizations expected to increase cam-pus visits for interviewing. Companies with 1 to 99employees (15.2%); employers with 100 to 499 em-ployees (1.6%); and organizations with 500 to 999employees (4.3%) anticipated increases, but employ-ers with 10,000 or more employees expected fewercampus visits (-14.0%).

New and Emerging Occupations

The new and emerging occupations in today'swork world, as reported by surveyed employers, arecomputer and high technology related occupations,business systems analysts, environmental scientistsand engineers, health care and medical specialists,and communications and multimedia specialists.

Computer-related occupations continue to leadthe list of new and emerging occupations (29). Re-lated work assignments include computer program-mers, local area network administrators, database andfile server adnalnistrators, technology transfer spe-cialists, electronic data interchange coordinators,computer communications administrators, softwaredesign engineers, and computer applications gener-alists.


19

INEW AND EMERGING

OCCUPATIONS

Computer-related occupations

Business systems analysts

Environmental scientists and engi-neers

Engineers with other specialties

Health care and medical specialists

Communications and telecommuni-cations specialists

Business systems analysts receive significant at-tentic fi as emerging occupations (26). Other relatedwork tasks include fmancial information analysts,information specialists/analysts, information handlingspecialists, information technologists, internationaltrade liaisons, risk management specialists, and in-foLnation systems specialists.

Environmental scientists and engineers are newpositions in numerous organizations (26). Relatedtitles used by other employers include environmen-tal affairs specialists and environmental safety andhealth engineers.

Engineers of other new specialties are also emerg-ing (16). Included in this group are design engineers,systems engineers, systems analysts, computer engi-neers, polymer science engineers, quality assuranceengineers, total quality control engineers, systemsintegration specialists, manufacturing systems engi-neers, manufacturing automation specialists/engi-neers, process control engineers, transportationengineers, electromechanical engineers, and softwareengineers.

Health care and medical specialists are listed (12).Nurse practitioners, advanced practical nurses, physi-

cal therapists, occupational therapists, industrial hy-gienists, nurse anethestists, health care systems man-agers, home-based health care specialists, and healthcare marketing personnel were the titles used.

Communications and telecommunications, re-lated specialities are listed frequently (10). Theseinclude hardware and software specialists, biotech-nology communications experts, multimedia special-ists, and communications technologists.

Other job titles listed less frequently but includedon the list of new and emerging occupations, are tech-nical writing, waste management technicians, toxi-cologists, geologists, research and developmentspecialists, research specialists, research project teammanagers, customer services specialists, public ser-vice representatives, public interest career coordina-tors, claims adjusters, foreign market specialists,world trade specialists, and international sales repre-sentatives.

In human resources administration, the new andemerging titles include employee benefits adminis-trators, training specialists, organizational develop-ment specialists, merging operations divisionalspecialists, outplacement consultants, and training andlogistics specialists.

Hiring for a Lifetime

Hiring new college graduates to work through-out their lifetimes for one organization is a theoreti-cal ideal (83), but it is not a realistic expectation,according to responding employers. Generally, em-ployers expect few new hires to work a lifetime intheir initial organization. Although loyalties of thepast have changed, most surveyed employers wouldencourage new college graduates to work for lo lgerperiods of timefor the rest of their lives if theywished, and many of these organizations have beensuccessful at keeping new people. Consequently, inthese organizations, lower turnover rates were re-ported.

Change is now a constant for most surveyed or-


20

0

EMPLOYERS HIRING FOR A LIFETIMEWITHIN ONE ORGANIZATION

A theoretical ideal, desired by mostsurveyed employers, but not a realis-tic expectation.

Change is now constant for mostemployers, and preparation forchange is a necessity. No guaran-tees.

Increased focus on aiding employeesobtain skills necessary to be effectiveemployees and to prepare them forchanges if circumstances require.

Creating an environment that fosters

longevity is a company philosophy formany organizations.

Employers hope to retain the best:some may want to leave; and otheremployees may be separated formarginal work performance.

Thorough preemployment interviewsconducted to try to ensure a good,long-term lit."

Exceptions: public accounting, hotel/restaurant operations, and healthcare occupations.

ganizations, and preparation for change is a neces-sity (26). There are no guarantees on either side,according to employers. It is unrealistic, if not im-possible, for the average new college graduates to beexpected to remain with their first organization. Be-cause the current job market is too volatile to predict,most employers can no longer assure a lifetime ofemployment. Corporate restructuring and downsizingare continuing, so employers can only maintain thatnew hires will have jobs as long as there is work.Prospects for a lifetime of employment with one or-ganization are certainly less probable than they werefive years ago. The expectation for an individual to"marry" an organization is no longer the norm.

There is an increased focus on aiding employeesto obtain the skills to be effective and productiveemployees and to provide them the flexibility foremployment changes if circumstances require. Theresult is less focus on lifetime employment relation-ships.

Creating an environment that fosters longevity isa company philosophy for many organizations. Newcollege graduates are viewed as future leaders forthese companies. Employers encourage new gradu-

ates to join their organizations for careers rather thaninitial training jobs. Programs have been designedto help new college hires make the transition fromstudent to full-time employee. Career developmentprograms, company recognition, reward systems,nurturing, team work environments, and continuousadvancing levels of authority are provided. Policiesof "promotion from within" have been established to

encourage employees to spend increased work-ing lives with the organization. Support for lateraland upward movement is provided, so turnover willbe maintained at a very low level.

Being realistic, employers hope to retain the best.However, they know some employees may discoverjobs that are not right for them and may leave forbetter opportunities. Other employees may need tobe separated from the company for marginal workperformance. For the job-suitable people, employ-ers are willing to provide the proper career oppomi-nities and pay close attention to their career growth.

Thorough preemployment interviews are con-ducted to ensure a good, long-term "fit." Competi-tive salaries, comprehensive benefit packages, andprofit sharing are offered to new hires. Because sub-


21

stantial investments of money and training are com-mitted to new hires, employers are encouraging themto stay with their organizations.

Public accounting, hotel/restaurant operations,and health care industries are exceptions to the lon-gevity rule (10). With public accounting firms, newcollege hires are anticipated to stay approximatelytwo to five years before moving. Performance-basedevaluations have influenced the cultures in these or-ganizations (i.e. continuing progress). In health careemployment categories, long-term employment is notrealistic because workers frequently change jobs.

Employer Views ofInformational Interviews

Surveyed organizations (64.3%) have experi-enced students or new college graduates trying to getan "in" with their organizations by scheduling andconducting informal information interview sessionson the telephone or in person. This activity wasviewed neutrally by 61.5% of surveyed organization.Positively viewing this activity were 19.9% of theemployers responding, and negative views were heldby 18.5%.

Limited available time, short staff resources, andfew job openings make it difficult for human resourceexecutives to respond to these calls or to arrange in-formal interviews with these job seekers. Also, de-pending JT I tne time of year (i.e. during recruitingseason), the prospect for arranging calls or visits isless likely. Personnel office staff are doing more withless, and "drop-ins" utilize excessive time from pre-ciously few spare moments each day.

Use of placement offices was encouraged by sev-eral respondents, especially at the colleges and uni-versities where the organizations recruit. It was theopinion of these personnel administrators that gradu-ating students can get the same information at careerinformation centers on college and university cam-puses.

Employers understand that new college gradu-ates desire suggestions on ways to fmd jobs throughinformal information sessions. However, employersdo not appreciate individuals trying to turn these ses-sions into interviews when no positions are avail-able. A fine line exists between appropriate andinappropriate contact. Contacts are not well-receivedby employers when openings do not exist, since thevisits would not help the graduating students, norwould they be prudent use of the executive's time.

Particular individuals seeking positions may bethe exception to the rule, however. Most demandedby personnel offices are minorities, women, and highdemand academic majors. If graduating students areamong these groups, then the information session mayyield results, but the applicants must match the em-ployers' needs.

Although informal information sessions rarelychange the likelihood of an opportunity in organiza-tions with no openings, employers understand thedesire for applicants to get an edge. Hence, they tryto help. However, the contact can be a very negativeone if it is too time-consuming and/or comes acrossas a "sell job." As long as the graduating student ispolite and respects the personnel administrator's time,it is recommended.

With certain managers, it may not hurt to be cau-tiously persistent in the job hunting process, as moti-vated individuals admired. Employers note that it isoccasionally helpful to gather information about can-didates over the phone to encourage selected candi-dates to apply. According to employers, it is smart tonetwork. It is a rather innovative approach, and theapplicants who do it should receive an "A" for effort.This shows motivation and willingness to work. Thekey to its success is proper follow-up. It is com-mendable for graduating students to be assertive.Human resource executives endeavor to talk withgraduating students, time permitting.

Whether networking is an annoyance or whetherit shows initiative depends upon delivery. The tech-nique must be accomplished in an honest and maturemanlier. If graduating students are pushy or overbear-

2RECRUITING TRENDS 1993-94 15

ing, the results are likely to be negative. If studentsare not excessive with request\ , employers tend torespond positively. Much depends upon the tenac-ity of graduating students; either they are pleasantlyaggressive or pests. Softening the request for an in-terview is often done poorly and insincerely, so stu-dents need to start the discernment process early.When employment needs arise, and they will, com-panies will certainly interview and consider for em-ployment those who show a definite potential.

Unique Places to Hunt for Jobs

When advising new college graduates on uniqueplaces to consider for job opportunities, employersprovided some interesting recommendations. Amongthe ideas mentioned were working for small compa-nies, temporary contract agencies, searching in cer-tain geographical areas of the United States, andpursuilig openings in international/overseas arenas.

Most recommended are niche sectors of theeconomy (37). Included are service sector assign-ments, retailing firms, pharmaceuticals, telecommu-nications, environmental industries, health careindustries, biotechnology companies, leading-edgetechnology companies, banks, computer industries,companies involved in it-engineering of businessprocesses, insurance companies, leisure industries,and mortgage and finance companies.

Small and medium-sized growing companieswith a sound financial base are cited as very goodoptions for job hunters (20). Among these are start-up businesses, companies in rural areas, small com-panies working off big organizations, and companieson the move. Most of the these companies do notrecruit on college campuses. Nor do these compa-nies have the management training programs of largerorganizations, but they may be more financiallystable, experience fewer layoffs, pay good salaries,and provide opportunities for growth.

Relocation is recommended as a serious optionfor new college graduates to consider (20). Accord-ing to employers, too many new graduates are not

Unique Places To HuntFor Jobs

Niche sectors of the economy: servicesector assignments, retailing, pharma-ceuticals, environmental, health care,biotech, banks, computers, insurance,leisure, and mortgage and finance.

Small and medium-sized growingcompanies, start-up businesses, ruralareas, contract companies, financiallystable.

Relocation might be a recommendedoption for better prospects.

Use of all available networking re-sources was advised: personneloffices, newspaper ads, media an-nouncements, employment agencies,reference books, trade journals,professional associations, universitylibraries, and personal contacts.

Placement offices: schedule interviewappointments when employers visitcampus, attend career days and jobfairs, faculty contacts, and referrals onlisted job openings.

Contract agencies when filling tempo-rarily vacant positons.

Organizations recovering fromdownsizing and earlier layoffs.

willing to move, and better job prospects might re-quire mobility. Mentioned numerous times by em-ployers as regions of the United States with betterjob prospects were the southeastern and midwesternregions. Also mentioned were the western mountainregions around Nevada and Arizona.

Use of all available networking resources is ad-vised (40). Employers interested in a particular ma-jor should be considered. New graduates areencouraged to look anywhere and everywhere! Re-sumes should be sent to personnel offices; newspa-

16 RECRUITING TRENDS 1993-94 23

per advertisements read; media announcements moni-tored for employment trends or new job prospects;and employment agencies contacted.

After finding the first job, the graduating studentcan be more selective in the future. Reference books,trade journals, professional associations, and indus-trial publications need to be consulted along with lo-cal and university libraries. Use every personal andprofessional contact available (i.e. professors, fam-ily, friends, associates, etc.).

Placement offices are another resource mentionedby employers (19). Applicants should schedule in-terview appointments whenever employers visit cam-pus. Attendance at career days and job fairs isimportant to identify employers that are actively re-cruiting for available job openings. Job seekers areencouraged to use every available on-campus recruit-ing program as an opportunity to obtain names ofcontacts and arrange referrals for job opportunities.

Contract agencies are used more frequently byemployers (5) to temporarily fill vacant positions andto keep personnel counts low, so these agencies arerecommended as another source of job openings.Consequently, when job opportunities become avail-able within organizations, employers will hire con-tract employees into full-time jobs.

Companies that have already downsized may nowbe hiring. Also, too narrow a perspective on job op-tions may eliminate excellent career opportunities.When employers are openly advertising for one jobopening, they may have opportunities for others.Contact them!

Small Employers:How to Find Them

When new college graduates are hunting for jobopportunities with small employers, employers sug-gest that they proceed by first networking with per-sonal contacts, friends, family, relatives, and currentemployees of small organizations in the local com-munity (28). Getting to know the owners and other

senior managers within an organization is the bestaccess to job opportunities, according to surveyedemployers.

Secondly, thorough research of small businessorganizations and gaining knowledge about thembeforehand is impressive (14). Do your homework,and get to know the company, its products, its indus-try, and its competitors. College graduates need tolearn about opportunities that may exist, and thendirectly contact the employer. New graduates canmake it apparent to the company how they can helpthe company grow. Be willing to accept any open-ing that would help you get a "foot in the door." Start-ing at a lower salary and working additional hoursmay be necessary to succeed. Emphasize flexibilityby accepting any opportunity. As job openings arise,small businesses typically promote hard workers.

Use personal, on-site visits as a major job cam-paigning technique (10). Small businesses can becontacted by mail, telephone, and in person and re-quested to discuss employment prospects. Definitelypursue small businesses personally. Wear out someshoe leather. Knock on doors, and appear at theirplace of business.

Area, regional, and city chambers of commerceand better business bureaus (10) can be contacted toidentify small businesses in the local community.New graduates are encouraged to join communityorganizations and churches in an attempt to networkby meeting people who work for small employers.Frequently, local library reference desks have ad-dresses and contact persons for small local businesses.

College placement offices should have resourcesthat may be helpful (10), but the placement officescannot do all the work. The task of identifying andpursuing small local businesses is the new graduate'sand theirs alone. Attendance at career fairs and otherprograms organized by local businesses and entre-preneurs is important

Small business directories (4) are recommendedas excellent sources for addresses and contact names.Newspaper advertisements and telephone books are


24

other sources identified. Use of every accessible da-tabase, job bank, directory, and library resource isvital.

Candidates showing initiative when contactingsmall businesses is commendable. An offer to workfor 30 days without pay can prove one's self. Mostemployers will pay regardless, but they will love thespunk shown.

"Weeder" Questions Wedby Employers

During campus interviews and plant visit somerecruiters ask "weeder" questions for the purpose ofeliminating candidates who may not be appropriateemployees for an organization. Potentially, everyquestion asked in a thorough interview is a "weeder"question. Surveyed employers shared some of theirorganizations' favorites.

General honesty and integrity are checked asone option. What is your academic major? ... over-all grade point average? Why do you feel you arethe best candidate for this position? What skills andabilities do you possess that would make you an idealcandidate for this job? Tell me when you have takeninitiative and gone beyond what was expected. Howwould you describe yourself assertive or behind-the-scenes, and why? When have you ever droppedthe ball?

Educational background is another. Why didyou choose this college or university? Why did youchoose this academic major? In what geographicallocafion do you want to work? Why? Are you will-ing to relocate? What have you done to prepare your-self for a position with our company? Why shouldwe choose you over someone else? Are you plan-ning to attend graduate school? Why did you signupfor an interview with our company? How do yourstudies relate to the work environment in our organi-zation?

Job preferences are "weeder" topics somefimc..;.

Describe your ideal job and work environment. Whatare your career aspirations? What are your long-term goals and objectives? What do you think youwill be doing with our organization five years fromnow? What opportunity are you seeking? What arethe things that motivate you? Why do you want anassignment in ...?

Are you willing to travel 50-60% of the time?What are you hoping to avoid in a job? What assign-ments don't you like? How did you handle workingwith difficult co-workers? Tell me about a situationwhere you experienced rapid change. How did youhandle it? How would you defme a successfyl ca-reer? How will you evaluate the company you hopewill hire you? How many hours do you expect towork on an annual basis? What makes you thinkyou will like a career in the (... field)?

Earlier work experiences offer interesting top-ics. How do you feel about your previous supervi-sor? What experiences have you had when workingwith muhiethnic coworkers or other employees? Doyou have experiences working with persons who havea different background from your own? What wereyour favorite working hours? Do you have experi-ences in organizing work activities (decision-mak-ing, leadership roles, etc.)? What was your favoriteearliest work assignment? What was your least valu-able work experience? Describe your work style.Please tell us how you think your previous supervi-sors would answer our reference checking questions.

Technical questions are another technique. Ifconfronted with this problem, how would you ap-proach and begin to solve it? Knowledge of laborlaw, experience in labor law, ability to conduct re-search, and skill in written legal communication areused. Do you prefer working alone or on a team?Define cooperation. Typical job assignment scenariosmay be given and applicants ir 'ry be asked what theywould do. The applicant's thought processts may beanalyzed. How do you prioritize? How do you solveproblems? Are you well organized? Do you handlepressure well? What do you do when pressed for adecision? Tell me how you have verbally convincedsomeone on an approach or idea.


Prior research of the organization is used too.What do you know about our company? Why areyou interested in working here? What identifies thiscompany apart from other organizations? What doyou think makes a person a success in the ... indus-try? What do you expect of the company that hiresyou?

Do you have authorization to work fill -timeindefinitely in the U.S.? Do you have relatives cur-rently employed by our company (nepotism policy)?

Some employers may not like "weeder" ques-tions. In interviews with representatives of these or-ganizations, questions generally focus on pastperformance and build on the applicant's qualifica-tions. In this way, the best overall applicant can bechosen.

Starting Salary AveragesPercentage Increases Expected

Starting salary offers to new college graduateshired this year (1993-94) when compared to last year(1992-93) are expected to be 0.4% to 1.6% higher.A year earlier (1992-93), starting salaries were ex-pected to change from -0.6% to 1.3%.

Highest among anticipated increases for this year(1992-93) are expected for academic majors in chem-istry (1.4%); chemical engineering (1.3%); computerscience (1.2%); industrial engineering (1.2%); civilengineering (1.2%); mechanical engineering (1.155);mathematics (1.1%); accounting (1.1%); nursing(1.0%); electrical engineering (1.0%); marketing/sales (1.0%); and fmancial administration (1.0%).

Increases of less than 1% are expected for aca-demic majois in physs (0.9%); general businessadministration (0.9%); telecommunications (0.9%);education (0.8%); retailing (0.8%); hotel, restaurant,and institutional management (0.7%); personnel ad-ministration (0.7%); geology (0.7%); communica-tions (0.7%); social science (0.6%); liberal arts/artsand letters (0.5%); advertising (0.5%); natural re-sources (0.5%); journalism (0.4%); agriculture

(0.3%); and human ecology/home economics (0.3%).

Starting salary increases of 1.1% to 1.6% areexpected for advanced degree graduates: 1.2% forMBAs, 1.1% master's degree graduates, and 1.6%for doctoral degree graduates.

Starting Salary Averages

Starting salary averages for several academicmajors are listed, but graduating students should un-derstand that their actual salary offers may vary fromthese averages because of the geographical locationof the job, cost of living, their prior work experi-ences, academic achievements, and their individualpersonaliiy characteristics.

Highest among starting salaries this year forbachelor's degree graduates are chemical engineer-ing ($40,341); mechanical engineering ($35,369);electrical engineering ($34,979); industrial engineer-ing ($33,348); computer science ($32,446); nursing($29,868); civil engineering ($29,547); geology($28,414); chemistry ($28,386); accounting($27,787); physics ($27,087); fmancial administra-tion ($26,630); and mathematics ($26,415).

Starting salaries of le,ss than $25,000 are expectedfor majors in marketing/sales ($24,607); agriculture($24,134); general business administration ($23,760);hotel, restaurant, and institutional management($23,713); personnel adminisTation ($22,923); edu-cation ($22,685); natural resources ($22,554); socialscience ($22,333); retailing ($22,002); communica-tions ($21,640); advertising ($21,627); human ecol-ogy/home economics ($21,053); liberal arts/arts andletters ($20,860); telecommunications ($20,680); andjournalism ($20,587).

Starting salaries for advanced degree graduatesare expected to be $37,530 for MBAs, $35,582 formaster's degree graduates, and $38,612 for doctoraldegree graduates. Depending upon the academicmajor of an advanced degree graduate, the startingsalary will vary considerably, either higher or lower,


26

ESTIMATED STARTING SALARIESFOR NEW COLLEGE GRADUATES

Academic Majors

Bachelor's Degree Graduates

Chemical EngineeringMechanical EngineeringElectrical EngineeringIndustrial En4ineedngComputer Science $32,446

Nursing $29,868

Civil Engineering $29,547

Geology $28,414

Estimated Starting Salaryfor 1993-94

Chernistry.Accounting ,

Physics ::

Financial Admit-WretchMathematicsMarketing/SalesAgricultureGeneral Business Admin.

Hotel, Rest: islOttl:litt-PertonnelAdMinistrationEdUcatio

Natural fleatkircesSocial ScienceRetailing

CommunicationsAdvertisingHuman. EcoloWiHome Eobnotrii

Liberal Arta/Arta: & Letter,s

fialecoMinufilOatiOrWi:

Journalism I

Averages for Graduate DegreeMBA

MastersPh.D.

$28,388$27.787827,087$26,630$26,415

$24,607

$24,134$23,760

023,713$22,823

$22.685$22,554$22,333

$22,002

$21,640

$21,627

$21,4353

$20,860$20,680$2C 7

$37,530$35,582

$38,612

SOURCE: Average an lual starting salaries for 1992-93 were used from the Collegiate Employment Research Institute. 1993. SalaryReport 1992-93 (Inrim Report (or October 31, 1993). East Lansing, Michigan: Career Developnient and Placement Services,Michigan State University; and the College Placement Council's Salary Surrey for 1992-93. September 1993. Bethlehem, PA: CollegePlacement Council, Inc.


than these estimated starting salaries.

Notice: When calculating average annual start-ing salaries for 1993-94, actual starting salary datafor 1992-93 was used from the Collegiate Employ-ment Research Institute, Inte rim Salary Report 1992-93 for October 31, 1993; and the College PlacementCouncil's Salary Survey for 1992-93 published inSeptember, 1993; by the College Placement Coun-cil, Inc., in Bethlehem, PA.

Important JobPerformance Indicators

When hiring new college graduates for theirorganizations, surveyed employers felt certain cri-teria were more important job performance indi-cators than others. An original list of factors wasprovided for this survey, and employers were re-quested to rate the level of importance for each. Pro-vided on the previous page are the employers'aggregate ratings, listed from the most important in-dicator to the least important

Turnover of New Hires

reporting statistics for this turnovei analysis. Duringthe three years since 1989,3, 1,863 new hires leftthe employers that hired them. Thus, turnover inthese three years was 30.9%. Leaving during thefirst year after initial employment were 470 newgraduates (7.8%); 773 left during the second year(12.8%); and 620 left during the third year (10.3%).

Of the new college graduates hired four yearsago (1989-90) by surveyed organizations, 820 wereminorities (Black/African-American, Hispanic,Spanish/American,Asian/Pacific Islanders, orAmeri-can Indians). This accounted for 13.6% of the newhires. Of these new minority hires, 283 left duringthe three years since 1989-90 (34.5%). Of the totalminorities hired, 69 left during the first year (8.4%),117 left during the second year (14.2%), and 97 leftduring the third year (11.8%).

Women hired four years ago (1989-90) amongthe new college graduates entering surveyed organi-zations totaled 2,096. Of these new hires, 957 leftduring the three years since 1989-90 (45.6%). Ofthe total women hired, 230 left during the first year(11.0%), 446 left during the second year (21.3%),and 281 left during the third year (13.4%).

Employer categories with the highest turnoverrates for new college graduates hired in 1989-90 and

Four years ago (1989-90), 6,021 new college leaving during the three years since then were glass,graduates were hired by 107 surveyed organizations packaging, and allied products (69.2%); social ser-

TURNOVER RATES FOR NEW HIRESAMONG SURVEYED EMPLOYERS

FOR 1989-90 THROUGH 1992-93

All New College

Total Hired4 Years Ago

Leaving DuringFirst YearNo. Percent

Leaving DuringSecond YearNo. Percent

Leaving DuringThird YearNo. Percent

TOTALLeavingNo. Percent

Graduates Hired 6,021 470 7.8% 773 12.8% 620 10.3% 1,863 30.9%

Minorities 820 69 8.4% 117 14.2% 97 11.8% 283 34.5%

Women 2,096 230 11.0% 446 21.3% 281 13.4% 957 45.6%


28

IMPORTANT JOB PERFORMANCE INDICATORS

Always Importantas a Job Performance IndicatorAbility to accept responsibility

Honesty and integrity

Almost Always Importantas a Job Performance IndicatorSincerity, genuineEagerness, enthusiasmDecision-making skillsCritical thinking and logic skillsInitiativeBusinesslike, professional attitudeIntelligenceOral communication and verbal skillsProblem-solving abilitiesFlexibility and adaptability to new circumstancesInterpersonal skills and sociabilityMotivation to achieveSetf-esteem and confidenceCreative thinkingListening abilitiesReasoning skillsAbility to build rapportEye contact, attentivenessAppearance, dress, neatness, ensembleLeadership skillsWell-spoken, clear enunciation, good dictionAcademic majorKnowing how to learnEase with answering questionsLoyalty to your organizationGraceful manner, politenessTeam-building skillsSelf-management skillsSmile, good humorReading skillsWriting skillsDescription of jobs previously performedNegotiating, influencing, and group dynamics skillsGrade point average in academic majorGrade point average overallRelaxed, unnerved mannersInformation management skillsRapport-building experiencesManagement and administrative abilitiesDesign and planning skillsWork with data and informationLife experiences

Ability to keep conversation flowing naturally, withoutpauses or hesitation

Sometimes Importantas a Job Performance IndicatorLeadership in extracurricular activitiesNumerical and mathematical aptitudesResearch and investigative skillsQuality of college or university attendedTendency towards autonomous actionParticipation in college activitiesTasks performed in college activitiesPositions held in college activitiesVisualizing skillsAchievement test resultsWork samplesAptitude test resultsHigh school activities

Seldom Importantas v.. Job Performance IndicatorSelectivity of admission to academic majorOccupational competency test resultsAbilities from assessment center simulating actual

job performanceAthletic team achievementsLaboratory experiment reportsIntramural sports participaticnSamples of long research papers


29

vice, religious, and volunteer organizations (68.6%);textiles, home furnishings, and apparel manufactur-ers (47.2%); banking, finance, and insurance (46.0%);merchandising and retailing (45.1%); engineering,research, consulting, and other professional services(42.2%); communications and telecommunications,including telephones, newspapers, and magazines(38.4%); automotive and mechanical equipment(32.0%); accounting firms (30.5%); hotels, motels,restaurants, and recreational facilities (26.7%); andpublic utilities, including transportation (25.5%).

With turnover rates of 10-75% were hospitals andhealth care services (25.0%); chemicaN, drugs, andallied products (22.8%); go vernmental administra-tion and military including federal, state, and locallevels (20.0%); metals and metal products (20.0%);tire, rubber, and allied products (18.0%); agribusiness(17.5%); electronics, computers, and electrical equip-ment manufacturers (17.0%); construction and build-ing contractors (15.7%); and lumber, wood products,and furniture manufacturers (10.3%).

Size of employer also influences rate of turnover.The highest turnover rates were reported by organi-zations with 1 to 99 employees (51.2%); and em-ployers with 100 to 499 employees (45.8%).Experiencing lower turnover rates (in the range of25%) were employers with 5,000 to 9,999 employees (25.8%); organizations with 1,000 to 4,999(25.6%); and employers with 10,000 or more em-ployees (24.1%). The lowest turnover rate was re-ported by employers with 500 to 999 employees(15.0%), but the number of respondents in this cat-egory was small (11).

Transfers of New Hires

On the average, new college graduates are typi-cally transferred once to a new geographical locationafter their initial placement during the first year ofemployment. Of 144 surveyed organizations report-ing transfers, a total of 44 transfers were reported, sofewer than one per organization were reported.

PERCENT TURNOVER OF 1989-90 COLLEGE

GRADJAES IN FIRST 3 YEARS OF EMPLOYMENT

Glass/Packaoing 69.2%

Service Organizations 68.6%

Textiles 47.2%

Banking/Finance/Insurance 46.0%

Merchandising/Retailing 45.1%

Engineering, Consulting

and Professional Services 42.2%

Communication 38.4%

Automotive/Mechanical 32.0%

Accounting 30.5%

Hotels/Motels/Restaurants 26.7%

Public Utilities 25.5%

Hospitals/Health Care 25.0%

Chemicals/Drugs 22.8%

Government 20.0%

Metals 20.0%

Tires/Rubber 18.0%

Agribusiness 17.5%

Construction 16.7%

Lumber 10.3%

LO1111111101.10.

Common MistakesWhen Interviewing

Some common mistakes made by new collegegraduates when interviewing with prospective em-ployers were noted. Most prominent among employersuggestions was advice that new college graduatesadequately prepare prior to the interviewing situa-tion. Try not to shoot from the hip, because it willnot work.

Employers also advised graduates to research thecompanies and the positions they are seeking. Toofrequently, applicants do not possess basic knowl-edge of the company, industry, or position. Ram-bling, vague answers, and lack of focus then occurduring the interview. Research, research, and researchagain! Do your homework on all aspects of the em-ployment situation.


30

During the interview, applicants should appearcalm, despite their nervousness. Many new gradu-ates are overly eager to impress employers with theirabilities. Prospective applicants should avoid over-stating accomplishments or trying to "bull" their waythrough an interview. Applicants should not feelbound to come up with the "right" answers.

Know thyself, thy strengths, and thy aspirations.Some applicants have no concept of their own inter-ests, likes, and desires. It is vital for applicants to selltheir proven abilities in an hc st and forthright man-ner. The interviewee should exhibit interest and en-thusiasm.

A well-defined career objective without too muchspecificity is desirable. An unwillingness to com-promise on goals or objectives may eliminate an ap-plicant. A lack of clear goals and directions can beobvious.

When interviewing, the applicant should focuson the available job rather than th.; job desired. Afterlistening carefully, the applicant should answer theemployer's questions in a clear and confident man-ner. Employer questions should be anticipated andresponses mentally prepared. Applicants may prac-tice interviewing, but do not memorize responses, orthey will sound forced. Also, applicants should takethe initiative to prepare and ask intelligent questionsof their own. Poor questions are evident. Alwaysmaintain a positive attitude.

It is important to communicate effectively. Poorverbal communication skills are a liability. Giggling;lack of eye contact; speaking garbled, in a mono-tone, or without enthusiasm; poor grammar; or fail-ure to follow oral directions are apparent. Anexcellent interview is a comfortable conversation.Poise and confidence should be perceptible, but theapplicant should be relaxed enough to enjoy speak-ing with the interviewer. Appropriate dress and vi-sual image are important. Punctuality forappointments and sincerity are vital. Applicantsshould not be overly rigid or mechanical in their an-swers, but maintain a professional manner even in afairly casual atmosphere.

The employers' needs must be understood. Su-pervisors and managers are looking for a worker, notsomeone to tell them how their business should berun. Having a "know-it-all" attitude or overzealousambition is definitely not attractive. New graduatesdo not possess the worldly experiences necessary forimmediate success on the job. They must be humbleand willingly accept direction. Applicants should notassume they understand the requirements of the job.They need to focus on the impact they can make onthe company and be willing to "pay their dues."

Thinking a degree is worth more than work ex-perience is another error. Relevant, career-relatedwork experience in a major area of study, even aninternship or part-time assignment, is desired, but notenough, for success in the working world. A lack ofrelevant job experience can hurt applicants' chancesfor employment. Samples of prior work accomplish-ments should be prepared in advance whenever pos-sible to illustrate discussions of employment history.

A lack of commitment to the career field can beevident. Questions regarding the number of hoursper day or days per week an employee is expected towork should be asked in later interviews. In addi-tion, applicants may lack an understanding of whatis required to succeed. Expectations of huge salariesand impressive startin positions with little or noexperience is an illusion. Applicants should not as-sume they deserve the job because they have a col-lege degree.

Employers do not appreciate hearing that an ap-plicant intends to gain professional experience forthe purpose of attending graduate school. Applicantswho reject relocation as an option may be eliminatedfrom further review. A poor interview question todisqualify an applicant would be: "How far can Iadvance, and how long will it take to get there?"Companies do not conform to fit the applicants'wishes.

Oversell or overconfidence may occur. Employ-ers rarely see geniuses or corporate officer materialwhen they are recruiting for entry-level assignments.A fine balance must be struck between being asser-


EMPLOYERS REQUIRING DRUG TESTINGBY PERCENTAGE OF THOSE SURVEYED

59% 59% 58%

67/

57/

41/ 32%27%

33)/ 20%

27/

101

47%

..

55%

86.87 87-88 8947 8740 50.91 9142 92.53 53-94

tive and being overbearing. Occasionally, graduatescome across too strongly and possess unreasonableviews of their own abilities. Overstated resume de-tails, inflated grade point averages, or misrepresentedachievements are inexcusable.

"sometimes," "almost always," or "always" screenedfor drug use. In previous years, percentages of em-ployers requiring drug tests included 59.1% in 1992-93, 55.2% in 1991-92, 59.3% in 1990-91, 47% in1989-90, 32% in 1988-89, 27% in 1987-88, and 20%in 1986-87.

According to employers, arrogance is anothernegative attitude. Interviewees may mistakenly as- 'listing for alcoho levels among new collegesume that their academic achievements will carry graduates was requiredi)y 22.5% of 216 respondents.them into greatness. Another mistake applicants can This compares to 27.1% in 1992-93, 31.2% in 1991-make is to reveal too much personal information or 92, 28.1% in 1990-91, 25% in 1989-90, 14% in 1988-to ask the starting salary too early in the interview. 89, and 9% in 1987-88.

Drug, Alcohol, and AIDS Testing AIDS testing of new hires was required by only5.3% of the 220 employers responding. Testing forAIDS in previous years included 6.2% in 1992-93,

Testing of new college recruits for drug use, 2.1% in 1991-92, 5.4% in 1990-91, 4% in 1989-90,AIDS, and alcohol levels was required by numerous 3% in 1988-89, and 2% in 1987-88.surveyed employers. Of 231 employers responding,drug testing of new hires was required by 57.9%. Several employers noted that these tests are re-Included in this percentage were employers who quired only after an offer has been extended and ac-


32

EMPLOYMENT OPPORTUNITIESBY GEOGRAPHIC REGION

08.3 ):

;

VALUES IN PARENTHESIS REPRESENT 1992-93's FIGURES.

BASED ON PERCENTAGE OF EMPLOYERS RETURNING EXTREMELY HIGH, HIGH OR MEDIUM JOB AVAILABLILIN LEVELS.

cepted by a new college graduate.

Job Opportunitiesby Geographical Regions

Based upon their experiences, surveyed employ-ers were requested to rate the availability of employ-ment opportunities for new college graduates this year(1993-94) in each of the geographical regions of theUnited States familiar to them. For these ratings,respondents were presented with five options foravailability: extremely high, high, medium, low, andno availability. statistical

For the fifth consecutive year, "medium" avail-ability of employment opportunities was the best pros-pects anticipated for new college graduates in allgeographical regions of the country. This year (1993-94), "medium availability" ratings were received by

all regions of the United States: northcentral (69.4%),southeastern (66.6%), southcentral (60.9%), south-western (58.9%), northeastern (48.1%), and north-western (46.1%). All ratings received this year wereslightly improved from a year earlier.

Last year (1992-93), the southeastern (60.1%),northcentral (60.1%), and southwestern (50.5%) re-gions of the United States received "medium avail-ability" ratings. The southcentral (44.4%),northwestern (39.6%), and northeastern (38.3%) re-gions of the country received "low" ratings for avail-ability of employment opportunities.

Two years ago (1991-92), "medium" ratings wereindicated for the northcential (71.4%), southeastern(67.9%), southwestern (66.9%), southcentral(54.1%), and northwestern (50.2%) regions of theUnited States. An availability rating of "low" wasreceived for only the northeastern (42.3%) region ofthe country.


33

EMPLOYERS RESPONDING TO


AA P Parts CompanyA T Kearney Inc.Abam EngineersAbbott LaboratoriesAbraham Straus and Jordan MarshAcacia Mutual Life InsuranceACME Electric CorpADAPTEC IncorporatedADM CompanyAETNA Life and CasualtyAgway IncorporatedAir Force Flight TestAir Products and Chemical IncorporatedAlberto Culver and CompanyAlbright and Wilson AmericasAlcoaAlcon LaboratoriesAldi FoodsAldrich Chemical Company IncorporatedAlexander Hamilton Life Insurance of AmericaAll-Phase Electric SupplyAllegan General HospitalAllergan IncorporationAllied SignalAllied Tube and ConduitAttschuler Melvoin and GlasserAmerada Hess CorporationAmerican Breeders ServiceAmerican College TestingAmerican Electric PowerAmerican Institute of BusinessAmerican Management Systems IncorporatedAmerican National Bank and TrustAmerican National Can CompanyAmerican Symphony Orchestra LeagueAmeritech Michigan BellAmes LaboratoryAmoco Oil CompanyAmsouth Bank National

Amway CorporationAnatecAnchor ContinentalAnderson Clayton FDSAnderson ConsultingAnn Arbor Police DepartmentAnserApplied Physics LaboratoryAquidneck Data CompanyARA Business Dining ServicesArete AssociatesAristech Chemical CorporationArkansas Best CorporationArkansas Department of Parks and TourismArmco Advanced Materials CompanyArmstrong MachinesArmstrong World IndustriesArmy Material Technology LaboratoryArrow International IncorporatedArthur AndersonASG IndustriesAshland Oil IncorporatedAshland Petroleum CompanyAT&TAT&T Bell LaboratoriesAtlantic RichfieldAtlas Powder CompanyAudit Bureau of CirculationsAwrey Bakeries Incorporated

BB and W Nuclear TechnologiesB F Goodrich CompanyBabcock and Wilcox CoBank One Columbus N ABank One DaytonBard Manufacturing CompanyBarry Controls DivisionBath IronworksBattelle Columbus Operative


3 4

Baybanks BostonBeasley HomesBellevue Hospital CenterBergan Mercy Medical CenterBeverly EnterprisesBlaw-Knox Rolls DivisionBloom EngineeringBlue Cross Blue Shield of New JerseyBocknek Berger GhersBoston StoresBowater Carolina CompanyBoysville of MichiganBP ExplorationBrickman Group LimitedBroad IncorporatedBroad Vogt and ConantBrown and Sharpe CompanyBudd CompanyBultnyk and CompanyBureau of Labor StatisticsBureau of the BudgetBurgess and Nip le LimitedBurlington NorthernBurns International Security

C F Industries IncorporatedCAE-Link CorporationCairns and StewartCa Ispan Corporation AEDC OperationsCaltex Petroleum CorporationsCareer Research IncorporatedCargill Incorporated PoultryCaro Regional Mental HealthCarrols CorporationCarter, Be !court and AtkinsonCAS Division of the American Chemical SocietyCatholic Medical CenterCatholic Social Services of Wayne CountyCentennial GroupCentex Homes CorporationCentral CartageChampion InternationalChem-Trend IncorporatedChicago and North West TransportationChicago Association for Retarded CitizensChicago Board of TradeChild and Family ServicesChrysler CorporationChubb Group of Insurance CompanyCIGNA CorporationCity of Akron Personnel DepartmentClark Division Dresser IncorporatedCloverCMP Publications Incorporated

Collins Foods InternationalColonial Pipeline CompanyColonial Williamsburg FoundationCommonwealth EdisonCommunity Medical Center of Toms RiverCommunity Mental HealthComptrol of CurrencyComputer Products Incorporated PadComputone CorporationConcession Air and Sports ServiceConcord DrugConsolidated EdisonConsolidated PapersConstar IncorporatedConsumers Power CompanyContraves IncorporatedCore TechnologyCorn ProductsCornwall IndustriesCoro MidWestern CenterCountrymark CooperativeCounty of KernCounty of Los AngelesCox Cable CommunicationsCreare IncorporatedCreative SolutionsCrested Butte MT ResourcesCRST Incorporated

Dart Container CorporationDavey Tree Expert CompanyDavid Michael and CompanyDayton HudsonDeere and CompanyDefense Finance and Accounting ServiceDefense Mapping AgencyDelaware State PoliceDelco Electronics CorporationDeloitte and ToucheDepartment of Social ServicesDepuy IncorporatedDetroit City PersonnelDevioerry and DavisDielectric CommunicationsDNV Technica IncorporatedDoeren Mayhew and CompanyDowElancoDresser-Rand CorporationDunham's Sports

E B Eddy Paper Company


E I DuPontE J GalloE R Carpenter CompanyE-Systems IncorporatedE3 EngineeringEagle Electric Manufacturing IncorporatedEast Ohio Gas CompanyEastman Chemical CompanyEcology and Environment IncorporatedEconorr- Fire and CasualtyECS CompositesEddie Bauer IncorporatedEG&G IdahoElder-Beerman StoresElectronic Data SystemsElectronic RealtyElliot CompanyEmhart Corporation-USM DivisionEmpire Blue Crcrs Blue ShieldEmpire-Detroit Steel, Armco IncorporatedEmployment Solutions CorporationESCO CorporationEthyl Corporation Research and DevelopmentEvans and SutherlandExxon

FAAC IncorporatedFair Isaac ConsolidationFairbanks Memorial HospitalFairchild Space and Defense CorporationFamily Buggy RestaurantFarm Credit ServicesFashion Bar IncorporatedFay's IncorporatedFederal Reserve Bank of Kansas CityFederation of Girls HomesFelpausch Food CentersFirestone Industrial ProductsFirst CitizensFirst Federal of MichiganFirst Michigan BankFirst National Bank of CincinnatiFirst National Bank of MarylandFirst of ChicagoFleet BankFlxible CorporationFMC Corporation and TrainingFord Electronics and Refrigerator CorporationFord Motor CompanyFord New Holland IncorporatedForeign Agriculture ServicesFormosa Plastics Corporation USAFort Sanders RMCFoster Wheeler Corporation

Fresenius USAFridgidaire CompanyFruedenberg Nok General PartnershipFuller CompanyFurnas Electric

Gale Research CompanyGallup-McKinley CompanyGateway Apparel IncorporatedGaylord Container CompanyGencorpGeneral AtomicsGeneral Chemical CorporationGeneral ElectricGeneral Mills IncorporatedGeneral Motors CorporationGenrad IncorporatedGeo. C Marshall CenterGeological SurveyGeorge A. Hormel and CompanyGeorge J. Ball Company IncorporatedGeorgia Transportation DepartmentGilbane Building CompanyGilbert/Commonwealth IncorporatedGoff Food StoresGold Kist IncorporatedGoodyear Tire and Rubber CompanyGoulds PumpsGraham Architectural CompanyGrain Processing CorporationGrand Trunk Western Railroad CompanyGrant ThorntonGreat Lakes ChemicalGreater Chicago Group IncorporatedGreenhorn and Ornara IncorporatedGrowmark IncorporatedGTE, Government Systems CorporationGuest Integrated IncorporatedGulf States Utility

H M SmythHaggar Apparel CompanyHallmark CardsHandy and HarmanHannaford Brothers CompanyHarley-DavidsonHarris CorporationHarris Trust and Savings BankHarvest States Co-operativeHawaii State Department of Personnel ServiceHawaiian Dredging and Construction Company


36

Hazen and Sawyer P CHDR IncorporatedHeartspringHendrix and DialHerald, TheHewitt AssociatesHewlett PackardHFSIHigh Industries IncorporatedHimont IncorporatedHoescht CelaneseHoffman-La RocheHolnam IncorporatedHoneywell IncorporatedHost InternationalHouston's RestaurantHRI Technical ResourcesHubbell IncorporatedHughes Network SystemsHuman Resources DivisionHunt Petroleum CorporationHuron County Mental HealthHyatt Hotels Corporation

I

IBM CorporationICF IncorporatedICI Explosives USA IncorporatedIdeal Industries IncorporatedIFR IncorporatedIllinois Department of TransportationIllinois Nuclear Safety DepartmentIMO Industries IncorporatedIndustrial Risk InsurerIndustrial Service TechnologyInformation InternationalIngalls ShipbuildingIngersoll-Rand CompanyIngham County PersonnelInland Container CorporationInnovative HousingInstant Copy IndianaInstitute of Gas TechnologyInsurance Service OfficeInternal Revenue ServiceInternational PaperInterstate HotelsInterstate PowerIowa Department of PersonnelIowa Department of Public SafetyIowa Utilities BoardITT Aerospace and Comrnunications

J H Cohn and CompanyJantzen IncorporatedJC Penney Company IncorporatedJCC AssociationJefferson Smurfit CompanyJet Propulsion LaboratoriesJohn L. McClellan MemorialJohnson and JohnsonJohnson Matthey IncorporatedJostens IncorporatedJuvenile Court Services

KK Products IncorporatedKansas City Power And LightKansas Division Personnel ServicesKarsten Manufacturing CorporationKaufmann's Department StoreKeebler CompanyKemper Services IncorporatedKennametal IncorporatedKentucky Power CompanyKerr-McGee CorporationKey Bank of New YorkKing 5 TelevisionKoch IndustriesKohl's Department StoresKraft Foods IngredientsKraft Incorporated Research and DevelopmentKroger CompanyKustom Signals Incorporated

LL D Hepfer and CompanyLa Belle ManagementLa Salle National BankLadish CompanyLandis and Gyr Powers IncorporatedLansing Tri-County Regional Planning CommissionLaw Companies Engineering GroupLazarus Department StoresLazerplane CorporationLechmere IncorporatedLenox HotelLevy Restaurants, TheLincoln Publishers and PaperLinden Lawn CareLintas Campbell-EwaldLionel Trains Incorporated

30 'RECRUITING TRENDS 1993-9437

Liquid Air CorporationLitton Systems Incorporated Data SystemsLivermore National LabLivingston County SoilLiz Claiborne IncorporatedLNR Communications CorporationsLockheed Aeronautical Systems CompanyLockheed Aircraft Service CompanyLockheed Missiles and Space CompanyLockheed Sanders IncorporatedLockwood Greene EngineeringLoma Linda University Medical CenterLoral Aerospace CompanyLoral Fairchild SystemsLoral Microwave Narda WestLos Angeles Water and PowerLowrance ElectronicsLukens Steel CompanyLutheran Medical Center

M and H ChemicalManchester, TheManguistics IncorporatedManor Care IncorporatedMarathon OilMark Twain BancshareMarketing Corporation of AmericaMarsh SupermarketsMasland CarpetsMason County Mental HealthMay Department StoresMayo ClinicMcDonald and Company Securities incorporatedMcDonnell DouglasMc Louth Steel CorporationMead Data CentralMears EngineeringMedia General IncorporatedMedtronic IncorporatedMemorial Hospital Natrona CompanyMenasha CorporationMerck and Company IncorporatedMerck Sharp and DohmeMeridian TownshipMerskin and Merskin PCMettler of ToledoMichelin Tire CorporationMichigan Biotech InstituteMichigan Consolidated GasMichigan Council on CrimeMichigan Department of CorrectionMichigan Insurance BureauMichigan National BankMichigan Office Auditor General

Michigan State Dc)partment of TransportationMichigan State HousingMichigan State PoliceMicropolisMilliken and CompanyMinnesota Mining ManufacturingMinnesota PowerMissouri Highway and TransportationMIT Lincoln LaboratoryMonroe County Personnel DepartmentMontana Fuel Supply CompanyMontcalm County Mental HealthMontgomery ElevatorMoore ProductsMorelco Power Systems IncorporatedMorley IncentivesMorrison's SpecialtyMotor Wheel CorporationMount Sinai HospitalNaples Tomato Grower

NASANASA Ames Research CenterNASNLewis Research CenterNastech Manufacturing IncorporatedNational Bank of DetroitNational Futures AssociationNational Multiple SclerosisNational Starch and ChemistryNaval Air Test CenterNaval Air Warfare CenterNaval FacilitiesNaval Undersea WarfareNCR CorporationNestle Beverage CompanyNew Holland IncorporatedNew Jersey YMHA-YWHANew MexicanNew York State InsuranceNiagara Machine ToolNissanNOAA Officer CorporationsNorton international Incorporated

Occidental Chemical CorporationOhio EdisonOklahoma Natural GasOld Country BuffetOld Kent Bank of CadillacOlin AerospaceOlofsson Corporation


38

Omaha Public Power DistrictORO ManufacturingOscar Mayer Foods

P A Bergner and CompanyPackage Products Company IncorporatedPackaging House, TheParke-DavisParker WittisParkview Memorial HospitalPayless ShoesourcePeace CorpsPennsylvania Electric CompanyPennsylvania Power and Light CompanyPeoples EnergyPeter Buruash InternationalPhillips Petroleum CompanyPhoenix NewspapersPicker InternationalPlante & MoranPlaytex Family ProductsPolack CorporationPort Authority of Allegany CountyPort Authority of New York & New JerseyPotomac TelephonePresto Products CompanyPrime MetalsProctor & GamblePrudential Financial ServicePSI EnergyPublic Interest Research GroupPublic Services Electric and Gas

Quaker Fabric CorporationQuincy Stamping and Manufacturing

Ralston PurinaRand CorporationRecord Systems and EquipmentRegal Ware IncorporatedReynolds and ReynoldsReynolds SmithRhone-Poulenc Agriculture CompanyRich ProductsRiverside Osteopathic HospitalRobertson Brothers

Rollins Hudig HallRouge Steel CompanyRyan Homes Incorporation

Saint Mary's HospitalSaint Paul CompaniesSan Antonio Public ServicesSan Diego Gas and ElectricSantee CooperSargent and LundySchipers Kintner IncorporatedScott Paper CompanySCT CorporationSeaboard Seed CompanySealed PowerSecond Judicial DistrictSecond National BankServicemasterShelby Insurance CompanyShemin NurseriesSheraton Lakeside IndustrialShopko Stores IncorporatedSiemens Energy and AutoSierra Pacific Power CompanySignet Bank CorporationSimplified AccountSimplot Junior CompanySlakey Brothers IncorporatedSmith IndustriesSnap-on-ToolsSonoco Products CompanySouthwestern CompanySouthwestern Public ServicesSouthworth InternationalSparton ElectronicsStambough ThompsonStanley ConsultantsStar Bank CorporationState of IowaState Personnel BoardStepan CompanyStet ler Built HomesStoklee USAStone Container CorporationStrawbridge ClothierStryker CorporationSun-Sentinel CompanySuper Valu StoresSuperior ElectricSYBRA IncorporatedSyracuse Research CompanySyska and Hennessy Incorporated


Tallahassee Memorial RegionalTank Automotive CommTaylor Publishing CompanyTeknor Apex CompanyTektronix IncorporatedTeledyneTenneco GasTexaco IncorporatedThermotron IndustriesThiok CorporationTitanium Metals CorporationTouche Ross and CompanyTradition-Dominion HomesTurner Construction

Union BankUnion National BankUnited AirlinesUnited Gas arsd Pipeline CompanyUnited Illuminating CompanyUnited Methodist HouseUnited Naval Weapons StatisticsUnited States Air ForceUnited States Air Force LogisticsUnited States Army Nurse CorpsUnited States Comptrol of CurrencyUnited States Department of Agriculture, FSISUnited States Department of DefenseUnited States Department of JusticeUnited States Department of NavyUnited States Department of StateUnited States Federal AviationUnited States Forest ServiceUnited States General Accounting OfficeUnited States National Labor Relations BoardUnited States Nuclear Regulatory CommissionUnited Telephone MidwestUniversal RestaurantUrban ScienceUSA TodayUSCO Distribution

Valspar CorporationVandenBergh FoodsVanguard Group Investment

Venture VineyardVillage of WilmetteVirginia Electric CompanyVista ResearchVitro CorporationVought Aircraft Company

Wade-Trim Group IncorporatedWal-Mart Stores IncorporatedWallick CompanyWarner ElectricWashentaw County RoadsWatergate HotelWest Pennsylvania Power CompanyWestern GeophysicalWestin HotelsWestinghouse ElectricWestwood PharmaceuticalWilkerson CorporationWilmington Trust CompanyWinegardeners and HammonsWisconsin Department of TransportationWisconsin Electric PowerWisconsin Gas CompanyWoodward Clyde ConsultantsWorcester FoundationWorthington IndustriesWright Line Incorporated

Xontech Incorporated

Yeo and Yeo CPAsYoung Management and McDonalds

Zelenka Evergreen NurseryZenith Electronics Corporation


4033

A

Academic majors 7Advice for Graduates 8AIDS Testing 25Alcohol 25alcohol levels 25anticipated hires 1

anticipated new hires 2

balanced Ilfe 10Breakdown of Respondents 4Business systems analysts 13

Campus Visits 12career objective 24Categories of Employers Respond-

ing 4chambers of commerce 17Change 13College placement offices 17Commissions vs. Annual Salaries

12Common Mistakes 23Compensation and benefits 10Computer-related occupations

12Computerization and Automation

10Contract agencies 17Contract/Temporary Employees 6Contract/Temporary Personnel 6Cost cutting 1

Current Employment 5

Disabled 6Diversity 7Drugs 25

economic climate 8Employer Views of Informational

Interviews 15Employers Responding 3Engineers 13Environmental scientists 13

Indexexperienced personnel 2

Factors Influencing This Year's JobMarket 8

financial health 8

Geographical Regionsglobal economy 2

Health care 13Hiring for a Lifetime 13Hiring Goals 6Hiring Intentions 1

hiring intentions 1

interviewing 24

Job Opportunities 26Job Performance 21Job preferences 18job prospects 1

Job security 10

Oversell 24

Placement offices 17

Re-engineeringrelocate 7

26 Relocation 16research 10, 17, 19restructuring 2Retirements 6

Layoffs 6local area networks (LANs) 11

medical specialists 13minorities 21Minority Hiring 6

networking 15, 16New and Emerging Occupations

12New College Graduate Hires 2

Overall Job Market 1overconfidence 24overqualified 2

8

satisfying job 10Sizes of Organizations Responding

3Small businesses 17Small companies 16Small Employers 17Smaller companies 9Starting Salary 19Survey Procedures 3

Transfers 23turnaround 1Turnover 21

Unique Places to Hunt for Jobs 16Use of placement offices 15

V

Values 10

'Weeder" Questions 18Women 21Women Hired 6work environment 2work experiences 18


4.1

35

RECRUITING TRENDS ORDER FORM

Recruiting Trends Sample IndexA.v.

Shatagel- 14. 16Starting Sa*.aties- 24-25

Aenveace P. 42AiLlonairec Acuou1zE0- 44-45A1133 Testing- 63Andeipined Hiring.

Last Year- 9-1.0ILls YC.21-- 1-3

Antitipated Short-ages- I.5-16 -Blulgetary

Coll-la

Campus Retztutiag-22. 26Campus Visits- 26Career Fairs- 43Career Goals- 53Cher.gw. Reeraitroeur

Practices- 42. 43CooperstiveEduatuon

Sim lents- 37-38Cog of Training- 46-47

Criteria for SelectingCaMTS- 43-49

Drag Testing- 63Dual Careers- 58-54Economy- IS. 21E=rging Occura-(knit:- 40Employees-

rotal- 6(.vaseas- 6-7

Eloyer Categonm-1. 4-

)Employer :iizes- 4.5applovers Surveyed-4-5. 65-67Employment Market-22EmploymentOpportuni-ties- 1-2Entry-Level Jobs- 34Equal Employment

Opportunity Ae,4445

Excellence- 51aMXICULUOLIS for Jobs-

34Exta-CurriculigActiviuel- 34Forthcoming%maces- 15-16Foreign NadonsigEmployed- 12CiZORESPhiCal LOCaiii.11.11. 64

(jot:gracile-et Employment- 22Grade Point Averages- 55(3rowth. MI Categories- 39-40Handicappers EmMoyed- 6-7. 24

Hired CoaLs- 17- ISImpact of Layoffs- 36Internships- 37-33Imerndooilai EmploymentOpprrauntic- 6-7. 12lcierewing- 19. 27 41 56-57

Last Year- 1-3. 4-19No Prior WiRk. aper.Z=. 11

New Occupations- 40Non-techeicei Craduaw- 1-32Offers Aw-epted, Percentages- .11-12Overseas Employment- 6-7. 12

Placen-yent Services-20. 30.34Prepsradon.Freshmen.

Sophomore- 48-49Prior Work Expri-

ioblems foraniters-20cations for

;reviews-5-57.ecession- 22:canker Problems-.9-20ReerniunentActivities- 2!.i.41 43Rejection of Offers-: 8

NGZeSe5-

By ColleatGrammes-

By Emptoyers- 35Reservists Called forIraqiCrisis- 6t)Salaried Emp4oyees-4. 7

Selecnng Colleges- 29Selecting Careers- 43-49

sr:cr.-toes ofCs.u6slaran-13. 14. 15, 16. 13ShortcotMngs ofCollegeGraduates- 50-51Signs of Change- 12-

MICHIGAN STATE UNIVERSITYCareer Development and Placement Services

113 Student Services BuildingEast Lansing, Michipa 41424-1113

RECRUTIING TRENDS 1993-94

Order FormI want to order (#) copies of Recruithig Trends 1993-94. 1-4 copies at $25each; 5-9 copies at S20 each; 10-.19 copies at S15 each; 20 or more copies orreports for elementary and secondary school districts at $1230 each.13M/Shig to:

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---"111111w"-- .41111Purjoh Expeesadons- nlob Market- 52lob Offers- 35Layoffs. Salaried Employees- 3

Impsa on Hiring- 35Minority Applicants- IS, 19. 4.1-45New Hires,

Anticipated Last Year- 9-10

42

Smokier Habits,QuesMns- 62

Starting Nakirir.;- 24-25. 23.33restionsShcoxernws

for Interoewing-50-54Tee:Mika; Graduates-51-32Testing forDrugg

AlcohoINAIDS. 0".;nue tiff- 61Training-

Average Cost- 46-47Hours of Trainie.a- 46-47

U.S Citizens Employed Overseas- 12Women Graduates- 24. 44-45Work Experience- 11. 20

ed 364 128 author scheetz, l. patrickkeep in mind, this follows a decline in antici- cost cutting...

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