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Jun 21, 2019
As Baby Boomers retirements pick up the pace, companies are now facing questions on building the pipeline of next-generation talent. Learn Kayla Woitkowski of @SAS on how she saw this need within her own company and then spearheaded a drive to create a university recruiting team from scratch.
Kayla Woitkowski is the Sr. Manager, University Outreach and Recruiting at SAS. Leading a team that is responsible for developing, executing & maintaining strategic student outreach, recruitment, and programmatic efforts to meet the demand for hiring the next generation of student and early-career talent at SAS.
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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
Welcome to the next Generation Rock Stars podcast. If you are trying to figure out how do you recruit and retain this next generation of rock star talent or you are in the right place.
Amanda
Hammett: 00:13
Today, I
have a great, great conversation. Just share with you. I talked to
Kayla Woitkowski who is the head of the university recruiting at
SAS in North Carolina and they are a privately owned company but
they are consistently on the great place to work list pretty much
every single year. And there are about 40 years old and they are a
software company and they're doing some really very cool things,
but what they're really doing that's really cool is they're using
their own social innovation and their own initiatives on data for
good to help them recruit students at the university level. So
listen in and learn a lot from Kayla Woitkowski as she shares with
you how she built an entire university recruiting program from
scratch.
Amanda
Hammett: 01:01
Welcome,
Kayla.
Kayla
Woitkowski: 01:03
Thank you
so much. Thank you for having me.
Amanda
Hammett: 01:06
I'm really,
really excited to talk to you, just to get the audience a little
context on how I came to be with you today. I was invited as a
guest to the great places to Work Conference of 2019. It was
awesome. I sat in on a session led by someone from SAS on of social
innovation and he was phenomenal and she was showing all these
wonderful things and he talked a lot about a program that you guys
have called data for good. Which I'm so looking forward to talking
to you about and sharing with everybody because I think, but that's
how I was, kind of put around to you how I got to you originally
and you and I just had a conversation and I thought that you had
some really interesting things to share with the audience about
university recruiting. So Kayla, why don't you tell us a little bit
about you.
Kayla
Woitkowski: 02:02
Sure.
Wonderful. Well, again, thank you so much for having me. I'm really
excited to share a little bit more about university recruiting. It
is, in every way, shape and form. My passion of really a little bit
about me is I actually studied human resources and business
administration at North Carolina State University and uh, back in
college, you know, and setting human resources. I found the field
to be incredibly broad. There's so much that you can do in human
resources from leadership development to training and development
to recruitment's compensation, all the different areas. So, yeah,
in college I ended up having quite a few different internships. I
was a little crazy and actually had six different internships. I
know it's a little crazy, but it was really through those various
internships that I kind of tested and tried out different areas of
HR and one of my internships back in 2009, which is incredible to
think it's been a decade.
Kayla
Woitkowski: 02:57
But I was
working at BMW down in South Carolina. Yeah, right there off of I
95 probably seen it, hired to be kind of more of the training and
development in turn. But I found that the amount of time I was
spending doing my actual work, it wasn't enough to fill my day. So
I ended up talking to the recruiter that recruited me and said,
hey, I have a few extra hours of time. Um, I would love to hear
more about this field called university recruiting. So she kind of
pulled me over to do some work to help her and it was in that
moment. Then I found my passion. I think there is nothing more
empowering and inspiring than helping students really find and land
that very first job out of college. And really since that point in
time since 2009 I've been, now I'm working primarily in the
technology field in all aspects of university
recruiting.
Kayla
Woitkowski: 03:54
So, um,
prior to being a SAS I was at a company called Netapp. They do data
storage headquartered out in California and spent some time out in
the silicon valley helping to do some university recruiting out
there. And now has been fast for about five years helping to build
and grow our university programs here. So that's a little bit just
in brief about kind of the professional side of myself, but
personally, I grew up in Cleveland, Ohio and that ended up down
here in North Carolina for college. I was a first-generation
college student, so scholarships brought me down to North Carolina
and allowed me to stay more personally I suppose expecting my first
child in September. So I suppose the important pieces about
myself.
Amanda
Hammett: 04:40
Awesome.
Awesome. Well, interestingly enough to note, and this was not
planned by any stretch of the imagination, but you actually know a
guest from our first season.
Kayla
Woitkowski: 04:52
Yeah. Yeah.
So it's one of that kind of multiple lines of connection. Honestly,
I would be surprised if she even remembers me, but she, I did go to
high school the same high school that I did just outside of
Cleveland, Ohio. I have an older brother, so she was in the same
great as my, as my older brother. And I believe she was very
involved in cheerleading along with some of my girlfriends. So
yeah, it's a small girl.
Amanda
Hammett: 05:17
Yes,
absolutely. So for those of you who watched and followed along on
season one, that was actually skewed. So she was from the beam, she
was just a dynamo. So yeah. All right. Okay. So let's get back to
SAS though. You guys actually had a very interesting situation come
about. Actually, it's not that unique right now in corporate
America. I feel like it's something that more companies need to
start addressing and talking, talking about. And I think that you
guys have done a really great job of addressing it head on, but you
guys found herself in a situation where your workforce was older, a
lot older.
Kayla
Woitkowski: 05:58
Sure, sure.
Yeah. And you're exactly right. I, it's, it's a common problem now,
and maybe not a problem, but a business circumstance that's taking
place on corporations all across the world with the baby boomer
generation. Historically, having been the largest generation in the
workplace and obviously now approaching retirement age and starting
to kind of vacant positions that it's creating a lot of gaps in
skill. It's creating a lot of gaps just in the sheer volume of
employees at organizations. And although it is something that every
organization is facing to your point at SAS, it was perpetuated
because we are very fortunate to have a corporate culture that has
been a year over year names as one of the best places to work in
the world. And we have an incredibly low turnover rate for the
technology industry. And for that reason, a lot of people have
spent their entire careers here at Vassar.
Kayla
Woitkowski: 06:57
And so now
we have the circumstance where we were kind of foreseeing that a
large population of our workforce is eligible for retirement and we
have this need to really build the next bench of talent that really
was going to help take our workforce board into our next 40 40
years for 40 years software or a 40-year-old software company. So
at the time that I joined SAS, actually I was coming over, as I
mentioned from a company called Netapp there at Netapp. I was one
of 11 doing university recruiting. So we had a pretty built out
university recruiting function and then came to SAS and quickly
observed that there wasn't a university recruiting discipline
necessarily and teams. So I saw this as a fantastic opportunity and
honestly, just the stars aligned that there was a true business
need for us to be proactive about identifying and recruiting
strategically the next generation of talent for our organization.
And that's, you know, I just came in with a passion and desire to
want to build and grow. So we did it. We really took this as an
opportunity to build and create a university recruiting team from
the ground up. And that was about four years ago, back in 2015 now,
four years ago. Actually, that would be four years ago, 2015 in
this June. So, mmm. Yeah. So that's how we addressed that
problem.
Amanda
Hammett: 08:24
Very cool.
So tell me about, I assume that when you took this to higher ups
and we're building this business case, right? You know, what did
that look like? I mean, what were the age ranges that you were
facing currently and, and what kind of skills did you know that you
were going to have massive losses in?
Kayla
Woitkowski: 08:42
Yeah, it
really, the way that we approached it with leadership is that one,
we already had a fairly substantial intern program that at the
time, you know, we, we weren't capitalizing on the talents. So at
that time, we were converting to full time in about the mid 30
percent of interns were actually receiving full-time offers. And
the industry really tries to target more closely to 60 to 70% of
their interns receive the full-time offer opportunities. So really
started first with we have a program where we're not seeing the
complete return on investment, so we know this talent is strong,
we're getting them over the course of an entire 10 to 12 weeks. Why
not take this talent, assess their skills and give them full-time
opportunities. You're going to get so much more insight and data on
these candidates over the course of an internship then you would
potentially during an interview process.
Kayla
Woitkowski: 09:36
So that was
kind of piece one yeah. Was let's capitalize on this intern program
that is already in existence. Let's, let's make it bigger. Let's
make it more strategic. Let's make an experience for these
students, students. And then too, a lot of what we brought to
leadership was more so industry benchmarks around what other
organizations of our size and in our industry we're doing in terms
of the university recruiting at that time given some of the
experience out in the bay area, there were some contacts that I was
fortunate enough to make during that time that were leading
university recruiting programs at the likes of Facebook and
Linkedin and Twitter and some other organizations and them were
generous enough. You'll find the university recruiting field is
very open and people who are willing to give information and you
know, benchmarking with them, finding out that, you know, a company
like Linkedin and Facebook who has exceptional brand awareness
because they're consumer more consumer branded products. They were
having university recruiting teams to the size of 35 to
80.
Amanda
Hammett: 10:36
Yeah.
Kayla
Woitkowski: 10:38
Yeah. That
is out there really driving. Their brands on university campuses
and, and helping to recruit that top talent. So it was really
taking that benchmarketing market data and saying, here's what our
competition for talent is doing. If we're doing nothing, we are not
securing our future with top talent. So it was more so around the
opportunity that was being lost. Maybe not so much at the time
around looking at the workforce Democrats graphics in great detail.
There's more than we need to be doing more.
Amanda
Hammett: 11:11
Absolutely.
That's wonderful. I'm really glad that you saw that opportunity and
you seized on it. And especially I know that they are as well, that
you saw this whole that was very entrepreneurial of you and to
address it. So let me ask you, as you guys have started to change
the methodology here at and who you're attracting, what changes
have you guys had to make internally as well, whether it's through
benefits, whether it's through internal coaching, whether it's
through whatever, what have been some of the big changes you've had
to make culturally as a company?
Kayla
Woitkowski: 11:52
Yeah, it's
a real question. And one of the major things that we've had to do
is I partner very closely with somebody that leads more of the
learning and development aspects of human resources. And we have
built now very well built out programs that are more for training
and enablement. So when these individuals come on board, come day
one, we joke and say you're going to go through an entire
additional semester of college except it's going to be specific to
SAS. So we call these programs our SAS academies, depending on the
job that the individuals being hired into this learning and
development team has built out. A fantastic curriculum that kind of
takes them through every aspect and competency of the role that
they're expected to have in order to be successful day one on the
job. So it's a matter of if we are trying to kind of fill a skill
gap that experienced hires are vacating, we can't expect Scott
college students that come out of college and have all the skills
to be successful.
Kayla
Woitkowski: 12:55
You know,
the universities do a fantastic job building a kind of theory. And
a lot of times a lot of hands-on practice, but it might not be in
our technologies. That may not be the way that we sell our
products. It may not be the way that we expect to treat our
customers. So a lot of that we need to invest, we need to invest in
these students and make sure that they're getting all the skills
necessary to be successful. So that has been a huge investment of
the organization and has been to create and build out these Sass
Academy programs and we've definitely had to completely flip on the
backside. The way that we recruit, you know is a typical
traditional recruiting model, at least at the time that the team
was being built. I mentioned briefly about sex is workplace
culture. And we're very fortunate to have kind of the best place to
work culture.
Kayla
Woitkowski: 13:44
And for a
while, there is an organization we were resting on that to be our
form of attracting talents here in the local area that it works
exceptionally well. But when we're talking about the top talents
across the entire nation, we wouldn't show up on university
campuses and we'd hear SAS, you know, a semester at sea or a SAS.
Yes, shoot SAS shoes as airlines. We were getting all sorts of
things people did not know who we were. And when we have a lot of
employees that have been here for their entire career and have been
here since inception, I think the idea that we needed to brand
ourselves as an employer of choice was lost. Some completely
flipped on the backside that we need to sell the candidates. We
need to be active and engaged and we need to be present and we need
to be you know, investing on, in our outreach.
Kayla
Woitkowski: 14:40
And so we
completely flipped our model instead of what you would call
traditionally in the recruiting world, maybe a post and pray where
you post a job and pray you to get this out in. We had to our
entire, I profess to be more strategic to pick schools that made
sense for us to have a plan of how we approached the talent on our
camp. On our campuses and I make sure that we had brand recognition
and a brand that made sense for our target population. You know, we
have paid for daycare here at SAS. We have some so many wonderful
benefits, not what this generation cares about, but we do have
fantastic programs that help with the young professional network to
help build the community of these individuals. We have work that is
meaningful. So we had to do a lot of work and understanding what is
our value proposition and how can we make sure what we're sharing
to the candidates aligns with what they're seeking.
Kayla
Woitkowski: 15:37
So while we
didn't create these massive benefits shifts than changes in
program, what we did is we pulled out the areas of our benefits
that made sense for this population and we made sure that we have
the right marketing materials, handouts, campaigns, and luckily we
have fantastic partners here within SAS that help us in our HR
communications and marketing teams that help us build and of what
is this messaging so that, you know, our go to market strategy in
recruiting these students actually aligns with their desires. And
Luckily we had a lot of things in place that does, I'm kind of line
up with what this generation was seeking.
Amanda
Hammett: 16:13
You know,
I'm really glad that you brought that up because the sec actually
segues into your data for good initiative that I want to really
talk about and talk about as not only a selling point but
obviously, it's doing a lot of good around the world. But actually,
why don't you take this one?
Kayla
Woitkowski: 16:32
Okay. I
will do my best. You heard it from the expert at the conference
that you were at. So there was no way I will do it, the amount of
justice that that Isa would, but. Really at Sas, we are using our
analytics products in ways that are really helping humanity and
we've been doing this since we were founded in 1976. There's
nothing new to what we're doing. Our products are being used to,
you know, help, rescue endangered species and track them and make
sure that we can't proactive plans so that endangered species are
being protected. We have different plans and all across the country
that is helping with human trafficking and tracking the incidences
and seeing if there are any trends so that we can combat human
trafficking in the future. We have different ways that we're
helping police forces. I have the right data in place so that if
you end up, you know, arresting somebody or pulling them over on
the side of the road instead of letting them go connecting
databases so that all of the other data sources that could say, no,
this person actually needs to be behind bars.
Kayla
Woitkowski: 17:43
So that
person actually gets to be behind bars and really helping the
safety, our communities. And I say that we've been doing this since
1976 because it really is ingrained in everything that we do is
analytics. Data analytics is really the power and the driver of a
lot of the change that the world needs. See now and in the future.
And all we've done is we've started to tell all these stories and
we started to tell these stories in a more clear, concise and
direct way that we find that we can talk about the ways that we're
helping some of the largest banks in the world, you know, fight
fraud and look at risk analysis situations. But when we tell those
stories, so when we tell those stories that really do talk about
saving the lives, um, individuals or, you know, helping to make the
world a better place.
Kayla
Woitkowski: 18:43
Yes. That
not only does that help people wants to use our products more, but
more than anything, when you think about recruiting, that's why I
love working here is I know that the work that I'm doing, I'm
hiring individuals that are working on this meaningful work to make
the world a better place. That helps everybody see the bigger
picture as to what they're doing. So, you know, the state of for
good initiative it's a, it's a campaign but it's a campaign who
bring together the stories of what we've always and doing and just
being a little bit more intentional about telling all of the ways
that our products are doing amazing things around the
world.
Amanda
Hammett: 19:23
So I will
put in the show notes, links to some of the videos that are online
that are showcasing the data for good initiative and some of the
work that you guys have been doing. But I will tell you from my own
personal experience this was my first introduction to what you guys
were doing and these videos gave me chill bumps. I mean, whether it
was working with the Red Cross during the earthquake in Nepal and
how to get resources to help these people and save lives and, and,
and continue to help them move further along, down the path that
they needed to go so that they could get out of that immediate
dangerous situation. It was just you guys pulling together what you
already have and just giving it, Hey, red cross, here you go, let
me, let me do this for you. And I feel like that's really what
humanity incorporation should be doing together is just helping
people. What can we use, what we're already doing to help
humanity?
Kayla
Woitkowski: 20:20
Absolutely.
I'd love to tell a quick story that I ended up showcasing or not,
but this was one of the first exposures to data forgot that I ended
up seeing in working at SAS and now that I'm expecting my own
child, even more, Howard Hughes Story. But we have a video
internally obviously if it's external too if so I'll send it to you
to include in those links. But in short, we actually had an
employee who got in front of all the software to tell the story on
how she was pregnant with her very first child and she went for her
20-week ultrasound, which is typically where you find out if it's a
girl or if it's a boy. And at that ultrasound found out that her
child had actually had a stroke, while she was in gestation. So,
you know, you can only imagine all the the panic and fear that
comes to you as a parent and thinking I was just going to find out
the gender and now I have this information that I have, I don't
know what to do with.
Kayla
Woitkowski: 21:18
And she
goes down to tell this story about how, you know, immediately she
started testing and got the results when she got the results in the
form of lab reports, the lab reports for Britain in SAS, that's
programming codes. So this was at Baylor a hospital. Baylor is one
of the SAS users. And what these results told her was her plan of
what she needed to do immediately. And then day one, once the child
was born to ensure that the child was going to be able to take her
very first steps. And in the video, she again is onstage in front
of all the software developers and she goes on to then have her
daughter walk on stage and you know, perfectly happy and healthy
and um, you know, you just, you watch this and she's, she's telling
the developers that the work that they do matters.
Kayla
Woitkowski: 22:13
And if it
wasn't for this work that she was doing that she doesn't know if
her child would've ever been able to take their very first steps.
And I'm, the only reason I can get through it without tiers is that
I've seen the video now hundreds of times. But, yeah, it's, that's
meaningful work that is working, you know, the software developers
every day can think that they're just creating a program or that
they're just writing some scripts, but the work that they were
doing, I saved this child's future. One of our very own employees.
So again, just a matter of finding those stories and telling those
stories and making people understand and see the wine, the impact
has been what has been so fantastic about this whole kind of data
for good initiative. If you will. That's powerful.
Amanda
Hammett: 23:03
I mean, I
don't even, I think that if everybody could make that tie into what
they do, I think that the world would work in a very different way
in the workplace would be a very different place to be. But that is
so incredibly touching. I mean, I bet every software developer had
new fire lit after that.
Kayla
Woitkowski: 23:25
Absolutely.
How could you not want to work harder when you know that that is
the work that you're contributing to?
Amanda
Hammett: 23:31
And that is
just one story, probably millions that they have a touch that they
don't, they're not aware of.
Kayla
Woitkowski: 23:38
Absolutely.
Amanda
Hammett: 23:39
Okay. Well,
let's switch gears before I cry. No, that was a beautiful story and
thank you so much for sharing it and that's, that's looking for,
um, all right. But again, no go crying, today man. So let's talk a
little bit about if a company was looking to start a university
recruiting program from scratch. They have nothing much like what
you had what advice would you give them and what are some
foundational things, pieces that you think that they
need?
Kayla
Woitkowski: 24:14
Absolutely.
And there are, there are some critical components in order to do it
right. I would say first executive buy-in is key and it really
needs to start from the top. And the reason why that's important is
one, you need to think very differently about how you workforce
plan in terms of headcount. And this can be very challenging for a
lot of corporations. So traditionally for recruitment, you have
somebody vacate a role or you identify a business need kind of
point in time and then you kind of filled that need. Now some
organizations are a little bit more strategic and proactive, but
I'll say for probably about 90% of organizations, that's just
reality of how you function in order to do university recruiting,
right? You have a window of opportunity, especially if you're
recruiting for business talent. If you're recruiting for computer
science, talent analytics, talent, talent right now where the
market is extremely hot and these students have opportunities, a
lot of the big four accounting firms, the big things that are
really the ones that have moved the needle to a point where
students are seeking jobs.
Kayla
Woitkowski: 25:17
A lot of
times, well in advance, at least the semester before they graduate
and that period of time from about September to November prior to
graduation. So these are even for those graduating in May,
September 10th, November is when students are receiving job offers
and when they're accepting job offers. And if you aren't
effectively able to plan ahead with your needs and you're not
recruiting enough period of time, you are missing out. University
recruiting is extremely different in that if you think about it,
these students, I think the most recent article I read from USA
Today said every computer science student, there's going to be 10
vacant openings for every one computer science student. There's and
opportunities that are available for them too. Consider, so how do
you make yourself stand out? How, how are you going to be the one
in 10 that they select? And especially when you're going up against
large consumer brands and you know, not everybody has the right
brand recognition as some brains better just kind of in front of
students every single day.
Kayla
Woitkowski: 26:25
So if
you're not, they're at the right period of time and you're not
there with the right value proposition for students, you're going
to miss out. So it takes pre-planning, it takes executive buy-in,
it takes working on the headcount planning in advance. It takes
being able to make offers in that period of time and really having
a strong employer brand and knowing what is true to you and being
able to articulate that to students. So when they are looking at
their 10 opportunities in front of them, they genuinely and
authentically know what makes your organization unique. And I want
to put an emphasis on the word authentically. You know, it's okay
if your environment isn't the type that has ping pong tables and
pool tables and you know, all of these things that, you know,
startups are able to offer. Some of the large tech employers are
able to offer it.
Kayla
Woitkowski: 27:15
That's
okay. And what you have to offer you have to think about what makes
you authentically unique and different and then finding the
students that truly want what you have to offer. So that's a big
piece. Make sure your intern program is solid. I think that is kind
of step one. Your intern program is an exceptional way to recruit
talent early, keep them engaged and give them an opportunity to get
exposure to your culture, to wow them. To really have programming
that makes them say that was such a great experience that I don't
want to consider other employers. And the great thing is you can
have interned as early as we hired them in high school, so we start
engaging them before they even go to college. Yeah. And we do find
that some of our high school interns stay with us from, you know,
their senior year of high school through all four years of college
and then they come to our full time and that doesn't even give
other employers the opportunity to engage and recruit
them.
Kayla
Woitkowski: 28:12
So make
sure that the intern program is solid. I do want to go back to kind
of that outreach component. So how you're actually engaging
students on a university campus. So it is so critical. And you
know, one thing that I think is a misconception is we're in this
era of digital transformation. I feel like you hear it all the
time. How are you online? How you present online social media. This
Gen z is so connected, they're the connected generation. How are
you getting in front of them in the ways that they, they want to
genuinely, the right way to get in front of students is still very
traditional. To be present on a university campus. Nothing goes
further than a handshake to meeting some study face to face, to
providing mentorship opportunities to really truly engage students.
And you can't do that at 4,500 universities across the United
States.
Kayla
Woitkowski: 29:10
I think
there's 4,500-degree granting institutions across the United
States. So pick which schools make sense for you and then go deep,
you know, be the employer of choice on that campus because you're
there multiple times a semester, you're ascending alumni, you're
sending people that are going to represent your culture well and
give that face to face connection. It goes a very long way. So I
would say those are kind of the key baseline components to be
thinking about is what is your outreach strategy? What is your
messaging? How is your intern program being and are your executives
and is your workforce planning type to a point that you're going to
be able to execute when you're building this plan?
Amanda
Hammett: 29:49
That's
really super solid. I mean that's, I feel like something that
someone could easily take and say, okay, we're starting from
scratch. We have nothing but this is something we'd like to tackle.
But what I thought was most interesting and I think that was most
people are going to latch onto is that last piece about the
outreach, the in person face to face. And it is so important. Yes,
they're very technologically savvy. Yes, they are in their phones
all the time. But face to face, human being to human being
connection is where it's at. I mean we are hardwired that way. We
create that in a neurobiological sense. And if you're just
depending on students to read about you on your website or check
out your social media presence, that's not getting the job done.
That's part of it. And they will definitely check that out probably
before you come on campus. But if you're not there face to face and
like really impacting them in that way don't wish
that...
Kayla
Woitkowski: 30:49
Other
employers are. And that's what it boils down to. And that's what
makes university recruiting so unique is that you know, these
students are looking for a job post-graduation and less if they're
taking a gap year or something to that effect. They're looking for
a job and they have every industry as an option. They have every
organization as an option, hundreds and hundreds. You know if your
company doesn't have a very profound and unique brand, they're not
going and checking your website. You need to be in front of them.
So how are you actively engaging? How are you present? How are you
in the classroom? How are you at career fairs? How are you doing
tech talks, how are you? We'll do interesting things like we'll go
into the big open area on a university campus and host a yoga class
and then we'll just have our signage there and we'll have students
doing yoga on behalf of Sas because you know, health and wellbeing
are so important to us as an organization.
Kayla
Woitkowski: 31:43
And then
that creates a buzz of diverse students in a downward dog over
there on the half of Sas. And how are you being creative? How are
you approaching students in a very different way?
Amanda
Hammett: 31:54
That's
excellent. I love that idea. I love that you're reaching out to
them in that way. I have one question and this is more of a
clarifying question for our audience for someone who is looking to
start a program from scratch. Um, you said that November or
September to November is when you're making offers. These are for
students graduating in May. You've got it. What's the start date
projected start date on something like that?
Amanda
Hammett: 32:18
Typically,
you know postgraduation so it depends if it's a semester schedule
or a quarter schedule, but I would say anywhere from May 15th
through until June 15th you'll find is pretty average. I will say
I'm noticing a lot of the big four global accounting firms moving
to September start date. Yes. I think some of that is one to law
students, the ability to travel there is a big desire for that now
and, and go for it. You know, the world is your oyster. That's the
only time you were about to start working for the rest of your
life. Might as well take that time. But to, you know, academic
calendars vary across the globe. So September is a good midpoint so
that you can really get people kind of all graduating at once to
start dates in September. That's, that's fairly normal as
well.
Amanda
Hammett: 33:07
Okay,
Perfect. Now I have a question for you. You know, doing what I do,
I talk a lot to leadership. I talked to recruiting, I talked to
basically everybody about millennials and Gen z and this, that and
the other. But there is always that whole media buzz around and
that discourse around, Oh, they're this or they're that. In your
opinion, what are the big differences you saw university recruiting
a millennial versus university recruiting a Gen z? I know we're
early in Gen z, but still, what are you seeing?
Kayla
Woitkowski: 33:46
Great
question if you don't mind. I want to kind of talk briefly about
the first part of the question just because I'm super passionate
about this. So, I very genuinely feel that's generation is only a
small component of what makes somebody who they are. And I took a
fantastic training early in my career when I was at net app
actually that was the generations in the workplace training and the
entire train. And you know, the first half of it was yours, and I'm
more serious, typical generations in the workplace. Here's what you
know, millennials do, here's what baby boomers do, here's what, you
know, gen x experienced. And this is how it shapes their views in
life. And it was, you know, kind of just educational now right
before lunch, but they had us do, was take a quiz and it was all of
these characteristics and factors there is about who you are, how
you prefer to receive communications.
Kayla
Woitkowski: 34:42
It's a lot
of good information. After lunch, what they had us do was plot a
sticker into different generations with a certain color. The color
was what your true generation was. Most people did not put their
color in alignment with their true generation. How was the gen x?
Even though I am a millennial and I just, I think that the year
that you were born is only going to determine a small factor and
there's so much more of that makes somebody who they are so and
rants. But that's something that I just feel very, very, very
passionately about. So I'm transitioning into kind of differences
in what I've seen. I'll say it is fascinating being on university
campuses right now in this era of, you know, podcasts. And what
we're doing right now is you walk around and it's almost sheer
silence because everybody has their ear pods are there.
Kayla
Woitkowski: 35:33
Airports or
your phones in and they're walking around engaging with content
when t four seven and everything that they do. And that was not the
case. You know, we're hurting 10 years ago on university campuses.
Students were having conversations and yes, there was still some
texting while walking and things like that. But just the engagement
with constantly having inputs, I'm seeing that come through then to
once they enter the workforce and the idea of how to keep somebody
engaged in the workplace. And you know, I manage a team of seven
and I think everybody on the team outside of maybe two or all, you
know, either Gen z or millennial and, you know, I walk into the
office, opened the door and I do see, you know, they have their
air, their earbuds in and multitasking in their work and it's just,
it's fascinating.
Kayla
Woitkowski: 36:24
So you
know, not to completely contradict what I had said earlier, but
there is a little piece that makes employers needing to think a
little bit more about their digital strategy. Now, you can't be
everything, but I think it needs to be in tandem. You know, what's
you're an on-campus presence, what is your digital strategy and
kind of marrying the two so that you are connecting with those that
are always connected. And there's a lot of fascinating tools that
are out there in existence now where you can do some of that. Um, I
would say also expectations around what they're seeking is way
different. And I would say Gen z, the customization era where
everything, they want things to be very specific to what they're
seeking. I've never seen students have so much of a plan as they do
right now.
Kayla
Woitkowski: 37:11
You know,
they know specifically what company they want to work for, what
industry, what type of role because they're trying to customize an
experience that is something that they are kind of striving to do.
And that makes it more interesting. There's a lot of times where we
have to kind of walk students back out of their idea of perfection,
you know, walk them back out of, you know, have you thought about
something different? Have you thought about, you know a large
organization even though you want to go to a startup, have you
thought about, you know, the, the pieces of Silicon Valley, high
cost of living, you know, and helping kind of walk them back
through kind of rationalizing through their desires for a job. We
spend a lot of time with Gen z kind of explaining some of those
things where I can't say that we didn't have to do with that with
millennials, but we, we certainly have to do that a little bit
more. So, um, those are some of the things that I'm seeing. The
honestly, I don't see wild major differences between the two other
than that connectivity. But in short, that meaningful work
component was really important for millennials. Even more important
for Gen Z. And making sure companies are authentic and genuine
about their value propositions are to the big components I'm
seeing.
Amanda
Hammett: 38:29
I agree
wholeheartedly. Okay. So when you are out there on campuses and you
are, you know, recruiting and you're looking at students, how do
you identify someone who is a rock star or who has the potential to
be a rock star? What shows up for you?
Kayla
Woitkowski: 38:46
Yeah, this
is another thing. Gosh, you're asking all the questions that I just
get excited with passion. Well, we talk about as a team here at SAS
is a passion, attitude, and aptitude. When we're looking at
students, a lot of times managers are saying they need to have this
specific gill. They need to be specialized in open source
programming. But then you take a step back and you say, students,
what is going to allow them to succeed? Passion, attitude and
aptitude. So passion. Are they passionate about the SAS mission?
Are they passionate about what we do? Analytics, are they
passionate about a thing? You know, you have all experienced those
individuals that you meet that you're like, okay, oh right, I can't
pull anything out of you. What excites you? Where are you
passionate? So looking at that, that passion, the right attitude,
willingness to learn, willingness to be coached.
Kayla
Woitkowski: 39:43
Oh really?
That genuine innate curiosity where they're asking more questions
and listening more than they are wanting to share or tell or say
what they know. That is a big piece of it as well. And the attitude
glass half full can do attitude taking initiative, all of those
pieces, all compromise attitude and an aptitude. Aptitude is, yes,
maybe a certain set of skills, but we do look for past performance.
We do look at how they performed in college. You know, I do think
that if they have been involved in student organizations, they're
well rounded, they're contributing back to their university. That
means that they would come to SAS and hopefully want to contribute,
do our culture and our ecosystem just as much as they are at the
university and aptitude as well as obviously intellectual aptitude.
So all of our interviews here at SAS have what we call a role-based
activity where we actually do give them a component of what we'd
expect them to do in the job and just see how they do. Instead of
just asking behavioral based questions, how would you do something?
Actually making them show that they can, they have the aptitude and
ability to do the work. So passion, attitude, attitude is what we
look at.
Amanda
Hammett: 40:59
That's
awesome. Okay, so let's talk to our younger audience for just a
second. You have a college student and if you could talk to all the
college students in the world today and you would give them some
advice about how to find the right fit for them. It may not be SAS,
it may be somebody else, but what? What do they need to be looking
at? What do they need to be focusing on to find that right
fit?
Kayla
Woitkowski: 41:20
A couple of
things and that's a daunting thing. It's so daunting we, it goes
back to every industry, every company culture, every job that's
out. How do you know what's right for you? A couple of things. One
knows your big three. I had a professor back in college who when I
was looking at different job opportunities, said Kayla, there are
many components of the job and he actually gave us a list of all
the students a list who's going to be your manager location. Hey,
benefits work culture, working hours. There are a lot of aspects of
a job. Do an inventory. What are all those various aspects of the
job? And then what are your big three? What are the three things
that matter most to you? And if you don't know, because maybe you
haven't had an internship or maybe you haven't had the right
conversations just yet.
Kayla
Woitkowski: 42:16
Find
mentors by mentors who are currently in jobs, who can tell you,
Here's how working for a bad manager can impact your every single
day. Here's how working for an organization that's a very cut
throat. We're very lenient and relax. Here's how that could impact
how you enjoy your job. Hey, and just work through those and talks
to people and figure out what are the three most important
criteria. If you want to be super analytical, wait for them, go
down the list and actually do a numerical weighting based on what
is most important to you. So that one, these job opportunities are
flying at you and you're trying to evaluate, you have some sort of
criteria to make a decision that's more than just a gut feeling and
it's backed by some truth that you have first discovered within
yourself. You've made that realization, here is what I want a job,
this job matches up, this one doesn't.
Kayla
Woitkowski: 43:14
And then it
helps you evaluate a little bit more effectively. But I can't
emphasize enough the importance of mentors. It was a mentor that
helped me switch my major from accounting to HR. Thank God I
married an accountant and I could not do what he does every day. So
all you accountants out there, I am very impressed by all that you
do. It was a mentor that helped steer me into university
recruiting. It was a mentor that brought me over to Sas and it was
a mentor that just recently helps me decide how I'm going to get a
plan. And what I'm gonna do is I'm having my very first child. So
mentors can help you through every aspect of your career, get to
know you better than you know yourself and maybe make some of these
decisions a little bit easier for you as well.
Absolutely.
Amanda
Hammett: 43:56
Well, I
can't think of anything more wonderful to end on than that right
there. So thank you so much for being on the show.
Kayla
Woitkowski: 44:04
You're very
welcome. Thank you, Amanda.
Amanda
Hammett: 44:06
All right,
everybody tunes in for next week's episode. We've got another
fantastic guest. See you then.
Thanks so much for joining us for this episode of the next generation stars where we have discussed all recruiting and retaining that next generation of talent. So I'm guessing that you probably learned a tremendous amount from this week's rocks star leader and if that is the case, don't keep me a secret, share this episode with the world, but really share it with your friends, with your colleagues, because they also need to learn how to recruit and retain this next generation of talent because these skills are crucial to business success moving forward. Now, of course, I want you to keep up to date every single week as we are dropping each and every episode. So be sure to subscribe to your favorite podcast platform of your choice, and you will see the next generation rock stars show up just for you.
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