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Talent Attraction Strategies for High-Achieving Graduates

Talent Attraction Strategies for High-Achieving Graduates

Universum’s Talent Insights Series takes a probing look at the attitudes of Millennials finishing their university studies. Among the questions the report explores:

  • What career goals do recent graduates prioritize?
  • What specific qualities matter most about an employer’s reputation?
  • What type of work environment and culture do recent graduates seek out?
  • Which channels do students value most when researching future employers and jobs?

On an annual basis Universum gathers insights on the career expectations of one million career-seekers from 55 countries. With this perspective, the Talent Insights Series analyzes the responses of  students from universities across the world. How does top talent think and behave differently, and what are the implications for employers trying to court them?

For employers aiming to hire university graduates, the Talent Insights series offers direction about how to:

  • Define talent attraction strategy
  • Position employer branding
  • Plan what internal changes are needed to create a more attractive work environment for young professionals
  • Help executives understand how to customize messages by market

 

Talent Insights Series: Talent Attraction Strategies for High-Achieving Graduates

For companies wanting to hire the best, the attitudes and career goals of Ivy League and Russell Group students are a useful proxy for what we’ll call a top candidate. The needs and desires of these high achievers can help organizations think carefully about what they will need to offer – both in compensation and benefits and in work life and development. Within Talent Attraction Strategies for High-Achieving Graduates, Universum gathers data across both Ivy League and Russell Group students, except in a few cases where the difference between the two is exceptional. The analysis also explores how Ivy League and Russel students differ from their peers at other universities. How does top talent think and behave differently, and what are the implications for employers trying to court them?

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