1. Networking with employers
For an effective Careers Centre constantly seeking opportunities for its students, networking with employers sounds like a given. But very often the demands of day to day provision and events management overwhelm our best intentions; this session aims to explore the challenges, and the rewards, of employer networking, and to discuss  practical approaches to managing the process .
Stephen Ward, Head of External Relations
University of Warwick
Centre for Student Careers & Skills

2. We will talk about: How we define networking Why we do it
Employer relationships – their special characteristics
Universities – our special challenges
How to decide who to network with
The internal dimension
CRM?
Action points
So first, what is networking? Any suggestions?

3. Some definitions of networking
Developing and using contacts made in business for purposes beyond the reason for the initial contact. (Entrepreneur.com)
using who you know, and who they may know, to help you (qub.ac.uk)
Definition fine, but it’s about expanding your personal contacts so you get broader access to more opportunities, by talking to people who in turn, will talk about you and introduce you to others.
Is that what employers do?
In this context, what are the circumstances? Why network?
Is it about bonding employers to us, building reputation, establishing healthy feedback, keeping communication fresh and current?
Key aspect missing here – give and receive – help and be supported
Is social networking the way to do it then? Facebook? LinkedIn?
What difference does it make?

4. Networking: the traditional view
Visual learners like me – here’s the trad view
Me at centre, these contacts around me, working with them, they’re connecting me with others via their own connections.
But does this apply to Employer Liaison?
How does this apply to relationships between employers and universities?

5. Networking: good practice…
a structured plan with objectives, actively followed and regularly reviewed
A thorough understanding of what we have to offer
mutuality – information flow both ways
long term commitment
Wear bright ties. Make people laugh. Have an opinion on everything.
Take up an unusual hobby - but not too unusual.
It’s not just about building your contacts!
What are you trying to achieve?
Can be very consumptive of time
What would anyone want to work with you?
For networking to work, everyone must be self centred – know what you want, and what you can offer
Give and receive
Stick at it - Long term commitment vital
OK so far have looked at individual perspective
What about employer context?
Consider in groups:
Why work with employers?
How many do you work with closely?
What do they really want from you?
(and some advice to consider carefully!)

6. Why do we work with employers?
(What do they offer us?)
To provide opportunities for our students
Employment, work shadowing, volunteering
To gather information about the market, case studies…
To earn income
To improve what we do, and our students’ success
To contribute to the distinctiveness of a Warwick education (the ‘student experience’)
To support and further develop our reputation locally, nationally, internationally
More?

7. Adding to the student experience: in practical terms
External Relations provides opportunities for students to experience possibilities and options…
Few things as satisfying as a 4 box model
A quick word about the Student Experience - Guidance, Information, Employer Liaison all linked.
Here at Warwick we found that we were being heavily used by a small minority of the student population
Our work with employers should contribute to everyone, at whatever stage they find themselves
O’Regan, M. (2009) Career pursuit: towards an understanding of undergraduate students’ orientation to career
Unpublished PhD, University of Reading

8. What do our most active employer
contacts want from our relationship? (What do we have to offer them?)
Access to ourstudents
Cost effective and time efficient ways to raise profile
Develop employer brand
Engage specific student groups through a variety of methods
Our support and advice about what will work for them
Maximise strong applications from target students
Maximise success of applicants
Be at the forefront of new opportunities
‘Make a difference’

9. Networking redefined
Developing broader, more robust contacts between the University and employers, to ensure that:
our contacts are as sustainable and strategic as possible
employers gain maximum value from working with the University
The University maximises opportunities to embed these relationships into its activities and curriculum, and to use employer contact as an impetus for improvement
Definition fine, but it’s about expanding your personal contacts so you get broader access to more opportunities, by talking to people who in turn, will talk about you and introduce you to others.
Is that what employers do?
In this context, what are the circumstances? Why network?
Is it about bonding employers to us, building reputation, establishing healthy feedback, keeping communication fresh and current?
Key aspect missing here – give and receive – help and be supported
Is social networking the way to do it then? Facebook? LinkedIn?
What difference does it make?

10. Networking from a Careers & Skills perspective – the numbers
Recruiters, Community and Voluntary Groups
1500 in 12 months,
250 engaged in single activity,
60 engaged across multiple activities,
20 in Recruiters Club
10 most engaged partners
Line by line – how do we network with all those 1500
How many can/should we network with – refer back to earlier work on numbers
We have to select – but how?

11. An employer is more than a single entity – so who takes the lead?
Graduate recruitment teams
Campus Brand Managers
Recent graduates
Senior Alumni
Technical/Research contacts
Departmental heads
…across all sites and functions

12. Networking: what it looks like to us
University
Senior Alumni
Campus Brand managers
Recent Graduates
Technical specialists
HR teams
Functional Heads
Board of Directors
Senior Alumni
Campus Brand managers
Recent Graduates
Technical specialists
HR teams
Functional Heads
Board of Directors
Alumni relations
Students
Union
Conferences
Careers & Skills
Research
Support
Academic Departments
Sponsorship opportunities ?
Let’s consider a simple situation: single employer, 2 sites or functions
At each site, each different grouping who might liaise with us is represented
In the centre, the University and 7 of the major outward facing depts (explain them)
Anyone have any idea how this will look if we represent the networking relationships that are happening ?
FILL IN THE ARROWS, LAST ONE IS SPONSORSHIP OPPTYS
THEN THE RED ONE – DOES ANYONE FIND THIS HAPPENS?
NO – SO WE HAVE TO TALK AND CO-ORDINATE
Single employer, 2 independent sites or functions
Site 2
Site 1

13. Working with internal colleagues
Who are the key people?
What do they offer?
Do they know what we do?
Who are their targets
How do they measure their success?
How can we help one another and external organisations?
What are their ‘trigger words’?
It’s about communication….

14. Action points Choose your partners for networking – willing and able
Know what you have to offer them
Listen, interpret, suggest. Have a conversation.
Know what other University colleagues have to offer
Network internally and be prepared to work collaboratively.
Get feedback from students – know what works for them and what sectors they want to connect with
Get data and case studies
See it from an employer’s viewpoint - help them to get the most from the University
Consider talking before CRM…

15. Stephen Ward, Head of External Relations Student Careers & Skills
So, quite straightforward… Feel free to share perspectives (and questions)..!
Stephen Ward, Head of External Relations
Student Careers & Skills