Members of the National Association of Colleges and Employers were surveyed about three aspects of career services: office structure, range of services, and technology applications. Results show most offices are centralized, organizationally positioned under student services/student affairs, and called "career services." Career counseling is…

Discusses the importance of sustaining a consistent college relations program, specifically by building credibility, documenting the value of the program, and maintaining campus connections. (GCP)

Presents experienced recruiters' techniques for finding the right employee. Encourages recruiters to read extensively on groups, such as Generation X, so as to appreciate prospective employees' goals. Gives tips on marketing a firm, spotting and avoiding recruiting mistakes, ways to build relationships, and strategies for utilizing career fairs.…

Reports on one college's efforts to bridge the gap that often exists between student and academic affairs. Reports on the development of a survey of recent graduates through the career development center (CDC) that involved the collaboration of many departments. Results indicate that the collaborative survey was an effective way to involve…

Reports on a survey of company recruiters so as to explore on-site job interviews. Gives information on steps leading from a campus interview to an on-site interview, meals for candidates, schedules generally followed, testing, decision making, and the many forms that such interviews can take. (RJM)

Discusses ways in which career center professionals can attract the interest of the media. Describes what the "news" media is looking for in stories; presents a story that is appealing to news professionals. Also covers making professional contacts, writing a press release, and talking to a reporter. (RJM)

Oxford University's Career Services' director visited career services offices in the United States the summer of 1994. Presents excerpts from his report focusing on alumni services. Examines career services offered to graduates by U.S. universities, and presents proposal for Oxford. (JBJ)

Claims that career center professionals must intensify their involvement with one another. Focuses on how career professionals' work rarely intersects with that of large employers and the need for other collaborations; the value of networking; students' educational goals; job listings; and the necessity of a diverse skill base. (RJM)

Discusses ways in which to attract entry-level employees for high-demand jobs. Encourages the use of benchmarking to keep salaries rational, the use of incentives beyond the base salary, a careful review of compensation philosophy, the use of performance-based incentives and continual training, and the problems with salary compression. (RJM)

Faced with ever-increasing demands and decreasing budgets, career services directors, by necessity, have taken the art of "can do" to a higher level. In this article, five practitioners reflect on the challenges and rewards of operating a career center with limited human and financial resources and identify strategies for managing time and…

Reports results of a survey on marketing successes and failures of career center professionals. Outlines successful techniques, which included flyers, workshops, mailings and class presentations, and the most significant change: computerization. Examines problems faced by career centers and offers tips on how to improve student participation. (RJM)

Outlines employers' perceptions of career service offices (employers are typically unaware of the wide array of services available). Examines the knowledge gaps that have contributed to this misperception and presents some of the many services, such as pre-recruiting functions and faculty/department liaisons, provided by career services offices.…

Discusses the new-found importance of strategic planning and its role in career services. Describes the context for strategic management, such as resources, services, productivity, and effectiveness, and outlines ways to build a framework for strategic management. Provides a 15-step organization analysis, intended to form the basis for strategic…

Investigates the impact technology is having on career counselors by examining not only the career center but also its constituencies: students, administrators, and recruiters. Focuses on what recruiters are saying and on students' perspectives. (MKA)

Provides results of the National Association of Colleges and Employers' 1997 Career Services Survey. Data are not only compared to the last survey (1993) but to older surveys as well. Presents data on career service professionals' salaries, on budgetary ranges, on office titles, and on services offered through career services offices. (MKA)