Abstract
This study looks into the career fair strategies that nonprofits employ in their recruitment of undergraduate college students.
RQ1: What are the most effective strategies and tactics utilized by nonprofit 501(c)3 Religious Corporations in their career fair recruitment of undergraduate students at career fairs?
While a large body of literature exists on recruitment, career fairs, and nonprofit recruitment separately, there are no studies that bring all three elements together. By surveying students at a private southern California university, this study sought to bridge the gap in research. While there were a number of insights shown, the most prominent was the power of the recruiter to make or break the effectiveness of the organizations’ recruitment efforts.
Recruitment Strategies of Undergraduate Students by Nonprofit Religious Corporations
Employees have long been thought of as the lifeblood of any organization. Without its employees, organizations have no hope of functioning in any effective manner. For this reason, Human Resources Management has become one of the most valuable and important subsects of management. Human Resources Management (HRM) is defined as the “process of managing human talents to achieve organization’s objective” (Haslinda, 2009, pg. 180). It includes functions such as “the process of recruitment and selection, compensation and benefits, labor and industrial relations and also the management of employees’ safety and health in organizations” (Haslinda, 2009, pg. 180). The recruitment aspect of the HRM process can be defined as “those practices and activities carried on by the organization with the primary purpose of identifying and attracting potential employees” (Barber, 1998, pg. 5). Since recruitment is a subsect of HRM that deals with outside stakeholders (potential employees), recruitment can be thought of as the area of HRM that collides with Public Relations (PR). PR can be defined as “a strategic communication process that builds mutually beneficial relationships between organizations and their publics” (PRSA, 2012).
Nonprofits are not exempt from the necessity of having good HRM and PR practices. Nonprofits can be defined as “a business that has been granted tax-exempt status by the Internal Revenue Service (IRS) because it furthers a social cause and provides a public benefit. Donations made to a nonprofit organization are typically tax-deductible to individuals and businesses that make them, and the nonprofit itself pays no tax on the received donations or on any other money earned through fundraising activities. Nonprofit organizations are sometimes called NPOs or 501(c)(3) organizations based on the section of the tax code that permits them to operate” (Kenton, 2019). The ability of nonprofits to successfully carry out their missions is closely tied to their ability to recruit and retain valuable employees (Gassman, Norris-Tirrell, & Kofoot, 2018). It can be argued that nonprofits must be even more on the cutting edge of effective recruitment techniques because they are competing for the same applicants as their for-profit counterparts, but with less resources to do so with. Therefore, nonprofits must be as engaged in the recruitment process conversation as ever before.
Career fairs have relatively recently become an effective staple of the recruitment process (Lee, Lee, & De Villa-Lopez, 2019). A career fair is “an event that gives students and employers a chance to meet one another, establish professional relationships, and discuss potential job and/or internship opportunities” (Buzzetta & Eskin, 2013, pg. 2) and have become especially prevalent on college campuses, as they largely appeal to younger potential job candidates. The recruitment of college students is a key component to an organization sustaining its relevance. As such, career fairs have become an extremely competitive place in which organizations strive to engage the most qualified college students (Roehling & Cavanaugh, 2000, pg. 1). In response to this, organizations must stay on the cutting edge when it comes to career fair recruitment practices. As Mcllveen, Hoare, McKeown, and Vagg (2009) state in their article about Australian virtual career fairs, “Changes in technology as well as student interest and learning styles require changes in delivery of career and employment products and services to students and employers” (Mcllveen, Hoare, McKeown, & Vagg 2009). Therefore, it is beneficial and necessary for organizations to carefully study the most effective methods of career fair recruitment in order to attract undergraduate students to proceed with one of the highest levels of buy in: employment.
Literature Review
There have been many individual studies on the general recruitment process, the recruitment of undergraduate students, the place of career fairs, the different environmental effects that play a role in nonprofit recruitment, and the idea of cultivating how one’s organization is perceived by potential employees.
The General Recruitment Process
Currently there exists a great body of research examining the best methods by which to attract the most highly qualified candidates. The first step along the recruitment journey is carefully crafting how an organization is viewed by potential candidates, or Organizational Impression Management (OIM). In Kang Yang Trevor Yu’s (2019) study, Yu (2019) explored how recruiters utilized OIM to attract the most qualified candidates. Yu (2019) found that assertive tactics were used most prevalently and effectively. These include tactics such as organizational promotion (or referring to activities that describe the organization as competent, effective, and successful), integration (describes behaviors used by organizations and their representatives to invoke liking and attraction), and exemplification (or referring to activities that project images of social responsibility, integrity, and moral worthiness, implying that the organization should be imitated and admired by others) (Yu, 2019, p. 890-899).
Additional research was conducted by Collins & Han (2004) that studied the different effects of low-involvement recruitment practices and high-involvement recruitment practices on the number of qualified applicants. It was found that the most effective methods of recruitment that generated the highest number of qualified applicants were detailed recruitment advertisements, employee endorsements, and firm reputation (Collins & Han, 2004, pg. 701-707).
Another study was conducted by Koebish, Rix, & Holmes (2020) that looked into the recruitment and retention of healthcare professionals in rural Canada. Various factors were studied and assessed as to the implications they had for recruitment and retention. The main factors studied included “attraction to rural lifestyle, recreational activities, Scope of practice, rural training and incentives” (Koebish, Rix, & Holmes, 2020). It was found that the two biggest factors were the scope of practice and the attraction to rural lifestyle, with incentives shown to be relatively unimportant (Koebish, Rix, & Holmes, 2020).
Nonprofit Recruitment
There have also been a number of studies done on the recruitment of individuals to work for nonprofit organizations. One such study was done by Wicker & Frick (2016) on a nonprofit sports organization that recruited heavily for their volunteer referee positions. Wicker & Frick (2016) found that there was a heavy correlation between the number of new referees recruited and retained and the presence of referee role models (Wicker & Frick, 2016, pg. 1315-1317). They found that new referees would join and stay longer if they had other volunteer referees as role models to encourage them to start and continue in volunteering (Wicker & Frick, 2016, pg. 1315-1317).
Another study was done by Gassman, Norris-Tirrell, and Kofoot (2018) that researched more specifically the nonprofit recruitment of newly graduated undergraduate and graduate students and the effect that student debt would have on whether or not students would enter the nonprofit sector. The findings of Gassman, Norris-Tirrell, and Kofoot’s (2018) study were that there were indications of different demographic factors (race/ethnicity, childhood economic status, amount of assistance, and graduation year) that contributed strongly to the amount of debt accrued in college (Gassman, Norris-Tirrell, & Kofoot, 2018). However, the study did not show that student loan debt as a significant predictor of whether or not a recent graduate would take a job in the nonprofit sector. The most significant contributors to a graduate’s decision was rather shown to be race/ethnicity and graduation year. For example, the study showed that “Hispanic or Latinos and recent graduates are also more likely to take on debt and less likely to work in the nonprofit sector in their first job” (Gassman, Norris-Tirrell, & Kofoot, 2018).
One study, conducted by Thanh Nguyen, 2020 focused on the recruitment and selection of teachers of color in a nonprofit theater arts education. By conducting a series of interviews, it was found that a large emphasis must be place in nonprofit recruiters’ reflection on diversity and biases. It was also found that it would be helpful for hiring managers to look beyond recommendations only in order to increase in diversity in their organizations. Additionally, compensation, benefits, and job security must be addressed for nonprofit workers (Nguyen, 2020, pg. 82).
Recruitment and Career Fairs
A large amount of research has also been conducted more specifically on recruitment at career fairs. One such study was conducted by Roehling & Cavanaugh (2000) on the expectations that students have for employers during career fairs. During this study, the top five responses as to the most important expectations that students have of employers were that the employer representatives were knowledgeable about the organization and available positions, that there was information about available positions, that the employer representatives were friendly and enthusiastic, that there was information about the qualifications needed for available positions, and that there was information about the employer’s hiring process, e.g., how interviews are set up (Roehling & Cavanaugh, 2000, pg. 2). The least important to students according to this study was that information was available about the organization’s competitors, that there were giveaways, and that there were snacks (Roehling & Cavanaugh, 2000, pg. 2).
Another study was conducted by Lee, Lee, and De Villa-Lopez (2019) in order to discuss hospitality and tourism career fairs from the perspective of the students, researching the overall effectiveness of the fairs on the part of the recruiters and the organizers of the fairs. What they found was that a few of the attributes of organizations were especially important to students. These included, “Employer’s representatives answer to my questions in a welcoming environment”, “Employer’s representatives are friendly and enthusiastic”, “The names of the participating companies are known prior to the career fair”, “Employer’s representatives are knowledgeable about open positions and the next steps”, and “Employer’s representatives show willingness to take my resume” (Lee, Lee, & De Villa-Lopez, 2019). The least important attributes for recruiters were, “There are employer (company) giveaways”, “There is information about hiring international students”, and “Employer’s representatives who are the college/ school’s alumni are present” (Lee, Lee, & De Villa-Lopez, 2019).
In a study that researched college students’ perceptions of career fairs, Payne and Sumter (2005) found that many students value career fairs for the information that they provide about future careers, hiring processes, forming of sector contacts, information about internships, and the general entertainment value of learning more about different options. Some of the negative comments that were received included a desire for career fairs to be held in a large space, so that it is not cramped, for a copious number of organizations to be present, and for a large spectrum of organizations to be present, ranging over different sectors (Payne and Sumter, 2005).
Research Question
While, due to its massive significance, there has been a great deal of research conducted about the recruitment process, nonprofit recruitment, and the recruitment of college students using career fairs, the studies have all been conducted separately without study of the correlation that the three may have. In order to fully understand the most effective ways for nonprofit recruiters to recruit undergraduate students at career fairs, more study must be done. Therefore, this study will explore the following research question.
RQ1: What are the most effective strategies and tactics utilized by nonprofit 501(c)3 Religious Corporations in their career fair recruitment of undergraduate students at career fairs?
Methodology
In order to research this question, undergraduate students at a private, religiously affiliated university in Southern California will be surveyed. The survey will have 18 questions on it. The standard time to take the survey should be no more than 10 minutes with most averaging under 5 minutes. The surveys will be delivered via Google Forms and participants will be randomly sampled, which refers to “a variety of selection techniques in which sample members are selected by chance” (Lavrakas, 2008). The quantitative methodology was chosen because of the ability to attain a large amount of standardized data from the students from one university with which the relationships between different factors and their connections to how they interact at career fairs can be studied. As Punch (2003) said in his book on survey research, “The essence of quantitative research is the study of relationships between variables. For the quantitative researcher, reality is conceptualized as variables which are measured, and the primary objectives are to find how the variables are distributed, and especially how they are related to each other, and why” (Punch, 2003, pg. 2).
Due to the current COVID-19 crisis and stay at home orders, surveys tend to be the most likely to generate the greatest number of participants with the most usable data. It will also allow for the study of non-pressured gut reactions to various types of career fair booth set ups. Surveys have long been a staple of research as they “capture information not already available through existing data sources Surveys can measure respondents’ attitudes (e.g., demographic characteristics), behaviors, abilities (e.g., knowledge and skills), and thoughts (Robinson & Leonard, 2019, pg. 2).
The undergraduate students will be asked questions regarding their interest in nonprofits, past experience with career fairs, questions about important factors for organizations to have at a career fair (Lee, Lee, & De Villa-Lopez, 2019), the important characteristics for recruiters to possess (Roehling & Cavanaugh, 2000, pg. 2), layouts of booths, and expectations after the fair.
However, for all of the ease and specific information that can be had, surveys are not without their faults. Surveys have been previously criticized for reasons such as the oversaturation of surveys present, leading to a phenomenon known as “survey fatigue”, the fact that question wording can so easily impact response, and the problematic nature of self-response to name a few (Robinson & Leonard, 2019, pg. 5). A main factor in the effort to create a survey that produces accurate and copious results is creating survey questions that are shorter and not confusing. “Questions should be short. Longer questions quickly become more complex and confusing for the respondent as well as the interviewer” (Iarossi, 2006, pg. 31).
Another factor that surveys have been criticized for is that, due in large to the lack of face to face interaction, surveys research can sometimes lead to a heightened lack of ethics in research. Cowles and Nelson (2015) speak to this in their book about survey research, saying “there is a social interaction during the survey process. Irrespective of how brief the contact, during the survey process a relationship exists between the three major stakeholder groups— sponsors, researchers, and participants. And like relationships in general, survey relationships work better when those involved approach the other parties with openness, honesty, and respect. This is important not just because it’s the ethical thing to do, but because the future of survey research depends on it” (Cowles and Nelson, 2015, pg. 71).
With careful wording of the questions and the utmost effort to maintain survey brevity and ethics, this study will combat the drawbacks of surveys and capitalize on the overwhelming positives that occur with this method of research.
Analysis
There were 27 respondents for the survey. The survey was taken almost exclusively be women, with only one male respondent. It was also primary upper classmen with 59.3% of the respondents being Seniors, 18.5% being Juniors, 14.8% being Sophomores, and 7.4% being Freshman. Of the people surveyed, 36% of the respondents indicated that their projected career path was in the nonprofit sector. The ethnicity of the respondents was primarily Caucasian at 69.2%, followed by 15.4% being Asian, 7.7% being Biracial, 3.8% being Hispanic, and 3.8% being Multiracial.
Career Fair Attendance and Interest
Of those surveyed, 81.5% said that they had been to a career fair before and 81.5% had been to a career fair with nonprofits present. The average interest of respondents in attending a career fair that was solely comprised of nonprofits was 3.96 on a scale of 1 to 5 with 1 being not interested and 5 being very interested. However, this did change based upon the projected career path of the respondents. Survey takers who had indicated that they were interested in nonprofit work had an average interest rating of 4.44 whereas those who did not had an average interest of 3.72.
Perceived Effectiveness of Nonprofits
Overall, the students who responded indicated the view that nonprofits are at the same level of effectiveness as for-profits when it comes to recruiting undergraduate students, with 52% of respondents claiming this view. 28% indicated that they believed that nonprofits are less effective and 20% believed that they are more effective. This also varied in regard to the overall interest in nonprofit work as a career path. For respondents who indicated that they are seeking to go into nonprofit work, 62.5% believed that nonprofits have the same effectiveness as for-profits, 25% believed that nonprofits are less effective, and 12.5% believed that nonprofits are more effective. For respondents who did not indicate interest in nonprofit work, 47.1% believed that nonprofits have the same effectiveness as for-profits, 29.4% believed that nonprofits are less effective, and 23.5% believed that nonprofits are more effective.
Effective Booth and Recruiter Strategies
When asked about the top reasons to stop at a booth at a nonprofit career fair, 88.9% of respondents indicated that one of their top three reasons to stop at a booth was that they were previously familiar with the organization. This was followed by 70.4% of respondents indicating that a top reason to stop at a particular booth being that the recruiter seeming approachable and relatable. 48.1% of respondents stated the recruiter engaging them in conversation first as a reason, followed by 40.7% stating the information online about the organization piquing interest, 33.3% citing the recruiter setting up the booth in an attractive way, and lastly 14.8% indicating giveaways as a reason to stop at a particular booth.
When asked to choose the top three characteristics that are important of recruiters at career fairs to possess, 88.9% said that it is important for the recruiter to be friendly and easy to talk to. 66.7% indicated the importance of the recruiter being knowledgeable about the job/internship opportunities available at the organization. This was followed by 59.3% of respondents indicating the passion about the mission of the organization as a top characteristic, 40.7% citing the recruiter being knowledgeable about the organization, 40.7% saying that the recruiter must seem interested in the student’s career, and 0% indicating that the recruiter’s gender or ethnicity is important.
The respondents were then asked to pick one two pictures of recruiters to approach. The two pictures were very similar except for the recruiter’s position relative to their booth. Booth One pictured a recruiter standing in front of the booth table. Booth Two pictured the recruiter standing behind the booth table. 85.2% of respondents indicated a preference towards Booth One. There was little variation of the percentage of preference for Booth One between class rank, ethnicity, or interest in nonprofit work.
Respondents were then shown pictures of two different career fair booth set ups and asked to pick or fill in their thoughts about the booth. The first booth had a very non-traditional and open set up, with benches and chairs for people to sit and a custom carpet. For this set up, 81.5% of respondents gave negative feedback (intimidating and overwhelming being the top two answers). Those who indicated interest in nonprofit work reported an even more negative response to this set up, with 88.9% of respondents putting negative adjectives to describe the booth. Those who did not indicate interest in nonprofit work reported a 77.8% dislike of this booth set up. There was also a difference according to class rank. Underclassmen (Freshman and Sophomores) indicated a 66.7% dislike of the booth set up whereas Upperclassmen (Juniors and Seniors) indicated an 85.7% dislike of the booth set up. The second picture that was surveyed asked respondents how they felt about a very traditional booth set up, with one table and banners behind it. For this booth, 63% of respondents used positive (inviting, interesting, etc.) words to describe the booth set up. 3.7% indicated that they were neutral about the set up and 33.3% said that they felt negatively towards the arrangement.
Questions for Recruiters and Expected Follow up
Next the participants were asked to imagine they were talking with a recruiter. When asked what is the top question that they would want answered in that conversation, 51.9% responded that they wanted to know the current job or internship opportunities. 29.6% said that they wanted to know what the organization does. 18.5% responded that they wanted to know whether or not they would feel fulfilled at the organization. There was, however, some variation based upon whether or not the respondent is interested in a career in nonprofit work. 66.7% of those who did indicate interest in a nonprofit career wanted to know about job and internship opportunities, 22.2% wanted to know about what the organization does, and 11.1% wanted to know whether or not they would feel fulfilled at the organization. 44.4% of those who did not indicate interest in a nonprofit career wanted to know about job and internship opportunities, 33.3% wanted to know about what the organization does, and 22.2% wanted to know whether or not they would feel fulfilled at the organization.
Research participants were also asked whether or not they expected that organizations would follow up with them if they gave the organizations their information. 74.1% of respondents indicated that they expected organizations to follow up with them after the career fair. When asked about the method of communication is most preferred, 96.3% responded that email was the best method of follow up communication. 3.7% indicated that texting was the most preferred method. 0% indicated that a phone call or social media would be most preferred.
Discussion
The question that this research sought to answer was, “What are the most effective strategies and tactics utilized by nonprofit 501(c)3 Religious Corporations in their career fair recruitment of undergraduate students at career fairs?”
Career Fair Attendance and Interest
According to the responses, there is a generally high interest in attending a career fair consisting of nonprofits. This interest that exists especially among students who already are projected to enter the nonprofit sector is especially valuable. The fact that the majority of students would be interested in attending the fair shows first and foremost that there would likely be a good turnout to a nonprofit career fair.
Perceived Effectiveness of Nonprofits
The data indicates that a majority of students view the effectiveness of nonprofits in the recruitment of undergraduate students as the same as for-profit organizations. However, it also indicates that less nonprofit-interested students believed that nonprofits are more effective than student that are not looking to join the nonprofit sector. This seems to indicate that the students who would be more likely to be looking to be recruited by a nonprofit are finding a job or internship search to be more difficult. This data, combined with the data from the previous question stating that students have a high level of interest in attending a nonprofit career fair, can indicate that a nonprofit career fair could be extremely useful for students who want to be hired, but feeling underrecruited.
Effective Booth and Recruiter Strategies
The most common reason by far that students gave for why they may feel compelled to stop at a certain booth was previous familiarity with the organization that is recruiting. Another one of the top responses was that the information available online about the organization piques the interest of the student. This indicates the importance for a nonprofit to do a strong about of preparation far in advance to ever attending a nonprofit career fair. This can include tactics such as connecting with academic advisors, forming partnerships with organizations on campuses, and having a high quality and quantity of content online about one’s organization. Many career fairs have a directory that they put forth to the students before the day of the career fair. This indicates that it is of the utmost importance that the content that is in the directory is accurate, engaging, and easy to read.
The second most common answer was that the recruiter was approachable and relatable. Another top answer was that the recruiter engaged the student in conversation first. This indicates the importance of organizations choosing their student recruiters very carefully.
This point is driven further home in the next question. Respondents indicated that the recruiters are most effective when they are friendly, knowledgeable, and passionate about the organization. When choosing a recruiter to represent one’s organization, it is extremely important to keep in mind the way that the recruiter would be interacting with the students. They must have the combination of being friendly, knowledgeable, and passionate. Being that the recruiter plays such an instrumental role, it may also benefit the organization to train recruiters as to the best way to connect with students.
Another area that nonprofit organizations would do well to consider is in the area of booth set up. Respondents overwhelmingly indicated that they felt more comfortable approaching Booth One, which was the booth in which the recruiter was standing in front of the table rather than Booth Two, which pictured the recruiter behind the table. This is another way in which the power of the recruiter can be seen and utilized. When a recruiter is out from behind the table, students feel freer to approach the recruiter and engage in conversation. It removes a barrier for students and allowing for a more effective recruitment experience.
Respondents, when asked about two different booth setups, indicated that the open setup of having an area for students to sit and have a conversation responded mostly negatively. When asked about a traditional setup, with one table and students coming up to the table, the response was still mostly negative, but a smaller percentage felt negative towards it. When asked, respondents mainly utilized words such as “intimidating” for both. This seems to indicate that it is the placement of the recruiter that has a larger effect than the overall set up of the booth. There will likely always be a feeling of intimation for people as they approach a recruitment booth. However, it is the recruiter that bears most of the burden of making students feel welcome through being friendly, approachable, knowledgeable, and passionate.
Questions for Recruiters and Expected Follow up
Undergraduate students have very real expectations for recruiters at career fairs. The top question that respondents indicated that they expect to be answered in a conversation with a recruiter was that they wanted to know about current job or internship opportunities. The next most given answer was that they wanted to know what the organization does. This speaks to the importance of having information about these two things ready and available for students. The recruiter must be an expert in the organization, and likely have high quality fliers and informational pamphlets available.
Undergraduate students also indicated that they expected a follow up communication, with most stating that they preferred that communication via email. This shows the importance of having an interest sheet for students in order to put down their information and to follow up with an email with information about the organization and how they can get involved.
Limitations and Suggestions for Future Research
While this study showed some of the various factors that contribute to effective career fair recruitment of undergraduate students for nonprofits, there were limitations and many more areas in which further research could be done. One such limitation was in the size of the sample taken. Of the people surveyed, there was only one male respondent. There was also relatively fewer respondents in general than expected. Further research would benefit from a larger and more diverse sample size. Further research could also benefit from surveying people right as they leave a career fair. This way, the different methods of recruitment would be fresh in the students’ minds. It may also be helpful to survey the recruiters to see which tactics they employ. Then, by cross referencing the student surveys to see the names of the organizations that are perceived to be the most effective, we could determine very practically the most effective tactics in recruiting undergraduate students.
Conclusion
The recruitment of undergraduate students is of the utmost importance for nonprofits and for-profits alike. They are the very real future of the organization, and in an employer saturated market, it is even more crucial to stand out as an ideal organization to the top qualified candidates and to utilize every means to do so, including career fairs.
In the surveying of students, an overwhelming amount of importance was placed on the recruiters themselves. It is clear that the recruiters that students interact with have the power to encourage or discourage a student from an organization. The best recruiters are friendly, approachable, knowledgeable, and passionate, creating an environment for students to interact with an organization in a very positive and useful way.
As we look to the future of recruitment, much is unknown. There is a continuous shift of taste, style, and platforms, especially with many different things moving into a digital space. However, this study shows that the level of effectiveness that an organization will see in their recruitment of undergraduate students is not in the layout of a booth, the money put into giveaways, or how banners or promotional materials are designed. While those things all have their place and should not be neglected, the real success lies in personal connections, and the ability of the recruiter to forge and flourish those connections. That is what will determine the effectiveness of an organization in their recruitment efforts, and indeed, their very success in surviving into future generations.
Appendix A: Survey Questions
1. What is your gender?
2. What is your class rank (by units)?
3. What is your major?
4. What is your ethnicity?
5. What is your age?
6. What is your projected career path?
7. Have you ever attended a career fair?
8. If so, were there nonprofits present at the career fair you attended?
9. How interested would you be in attending a career fair exclusively for nonprofits?
10. In your opinion, how is the effectiveness of nonprofits versus for-profits in their recruitment of undergraduate students?
11. Imagine you are attending a nonprofit career fair. What would be your TOP THREE reasons you stop at a particular booth?
12. What are your TOP THREE characteristics of the recruiters at career fairs do you find to be most important?
13. Which recruiter would you be more likely to approach?
14. How do you feel about this booth set up?
15. How do you feel about this booth set up?
16. Imagine you are talking to a recruiter from a nonprofit at a career fair. What is the top question you want answered in your conversation with them?
17. After the career fair, I expect that the organizations that I give my information to will follow up with me.
18. Which method of communication would you most prefer a recruiter to follow up with you on?
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BRIDGET GILLESPIE 