Corporate Partners

CONSIDER A PARTNERSHIP WITH THE CONSORTIUM FOR GRADUATE STUDY IN MANAGEMENT

We represent nearly 1,700 MBA students and more than 12,000 alumni fellows with experience across a wide range of industries and executive leadership functions. Considering that the cost of hiring an executive recruiter to fill a leadership position can cost $30,000 to $50,000, the investment in a Consortium membership can pay for itself very quickly, by providing access to not one, but many highly talented prospects.
 Additionally, our partners report a higher yield rate for converting summer interns to full-time hires.

Become a Partner

Partnering with The Consortium provides access to student fellows early in their graduate school experience, allowing corporations to build a continuous pipeline of the most talented MBA students. Further, our alumni fellows are employed in every industry and have the education and experience to be exceptional leaders. By engaging with our robust alumni network, corporate partners can identify talent for their executive positions.

120-day early access to MBA Talent Pool
Access to experienced-level alumni talent (contingent upon partner level)
Access to Hello Fellow, our exclusive networking and social engagement platform
Year-round consultative support
Advertise open job opportunities in our career center
Send targeted-eblasts
Access to the Annual Orientation Program & Career Forum (including engagement opportunities and career fair)

To learn more about these opportunities and how partnering with The Consortium may benefit your company’s hiring needs, please contact the Development team at development@cgsm.org.

Competitive advantage through partnership with The Consortium

Tap into The Consortium’s illustrious network of MBA students and alumni fellows in every industry with the education and experience to be exceptional leaders.

Corporate Partner benefits

As a corporate partner, you will have access to our private database of first- and second-year MBA students enrolled through The Consortium at our member schools, as well as our network of 12,000 alumni.

OP SPONSORSHIP OPPORTUNITIES

Every June, The Consortium hosts its signature event, The Annual Orientation Program & Career Forum (OP), for incoming MBA students. This four-day closed event brings together our member schools, corporate partners and students. Our early access and relationship-based model enables partners to continuously engage Consortium fellows.

Various sponsorship opportunities exist and may be available:

Host meal function (breakfast, dinner, reception)
Be a panelist for a career track
Feature an ad banner in our mobile app
Sponsor an event with a keynote speaker
Brand your company logo on the conference tote bag

CORPORATE ADVISORY BOARD

The Corporate Advisory Board (CAB) provides corporate partners an opportunity for representation within our Board of Trustees. We believe this added perspective provides direction, guidance and support to The Consortium on general policy matters, strategic planning, growth initiatives, fundraising and benchmarking against other like-minded organizations. CAB membership is offered at specific partnership levels.

For more information on this benefit, please contact the Development team at development@cgsm.org.

Competitive advantage through partnership with The Consortium

The case for partnership is simple: competitive, early and continuous access to the brightest and most prepared MBAs in the inclusion space. Thank you to our generous corporate partners for your ongoing support.

Awesome opportunity for individuals from a variety of backgrounds who believe in the importance of inclusion of all, especially underrepresented populations, in obtaining access to global graduate business education, networking and leadership experiences upon graduation.”

frequently asked questions

As a corporate partner, who is your first point of contact at The Consortium?

Rebecca Fornie. She can be contacted at fornier@cgsm.org.

What are the partnership levels for The Consortium?

Benefit levels are posted on The Consortium’s website under “Corporate Partners.”

What are talent acquisition best practices BEFORE our Orientation Program & Career Forum (OP)?

Customize your OP strategy to fit your company’s individual needs. This includes:

Having conversations with your recruiting team
Taking advantage of executive visits with Eric Allen, Executive Director and CEO
Contacting Rebecca Fornie, Director of Corporate Development, to establish your OP footprint.

Use Hello Fellow for resume sourcing, job postings and e-blasts. This consists of:

Reviewing the CGSM Student Look Book immediately after receipt. This arrives via email three weeks prior to OP.
Sourcing student resumes, identifying potential internship hires and experienced hires. The 1st year student resumes are uploaded to Hello Fellow mid-May, approximately three weeks prior to OP.

Have multiple touch-points with students. This can be done by:

Informing students of your attendance at OP and letting them know what your OP Footprint looks like.
Inviting students to your underwriting events. Include an RSVP date on invitations, offering alternate networking opportunities in the case of a declined invitation.
Establishing a ticket-distribution touch point at OP for students who have accepted your invitations.

Complete the hiring survey. This survey is emailed in mid-April to collect data on open positions. Survey data is shared prior to OP with member schools, students and alumni.

Place yourself in the student’s shoes, understanding that OP can be an overwhelming experience. Your Consortium alumni are the best resource for gathering information from a student perspective.

What are talent acquisition best practices DURING OP?

Here are some tips:

Have a centralized scheduler for your on-site interviews.
Allow campus recruiters who interview interns to conduct your interviews. They understand where the students are in their journey.
Students assess a company’s commitment to inclusion by how well the organization is represented. In addition to sending your college relations executives to OP, you should also:
- Send Consortium alumni from your company to recruit and/or to represent your company. They can communicate their experiences and make an impression of your company.
- Have senior level hiring managers in attendance.
- Be everywhere the students are. This can be established by having a solid OP footprint. Hosting an OP gives you the ultimate exposure.
Always remain aware of your competition. Remember to be creative by:
- Taking advantage of both formal and informal networking activities.
- Attending the entire conference for more student interaction.
Interact with CAB members and university representatives. CAB members can share recruiting and retention best practices. University representatives can offer valuable insight about Consortium students, alumni and acceptable hiring timelines.
Use Hello Fellow for resume sourcing, job postings and e-blasts.

What are talent acquisition best practices AFTER OP?

Here are some tips:

Continue the communication with students. It’s best to:

Follow-up with students immediately after OP.
Invite targeted students to your campus during the summer to familiarize them with your corporate environment.
Follow-up once again with students close to November, giving them time to start school.

Do not extend exploding offers (offers that are retracted if not accepted within a specific timeframe).

Take advantage of Regional Recruiting Receptions.
Corporate partners can host regional recruiting receptions targeting potential applicants to our member schools.
The Consortium Recruiting Team communicates the value of our fellowship program, encouraging minorities to pursue an MBA.
Work with Consortium Alumni Regional Representatives (CARRs) to connect with experienced hires throughout the country.

Complete the Annual Corporate Partner Assessment Survey. This survey is emailed in mid-July to measure your individual needs and gauge your overall satisfaction with The Consortium.

Leverage your campus visits. Be sure to:

Notify The Consortium of visits planned to our member schools.
Contact student liaisons to assist in arranging and scheduling your visit to encourage attendance.
Notify Consortium students that you’ll be on campus and invite them to meet with you. Host receptions and/or info sessions.

Be sure to attend national recruiting events such as NBMBAA, NSBE, SHPE, etc. Take advantage of early access to students and continue building relationships.

Use Hello Fellow for resume sourcing, job postings and e-blasts.

Use the interns so that they can spread the word during their second year.

Remember to reuse old Look Books because they become the alumni pipeline of the future.

How can I schedule a corporate partner conference call or in-person strategy meeting with Eric Allen, CEO and Executive Director?

Contact Rebecca Fornie at fornier@cgsm.org.

What is the Hiring Survey?

To better serve our annual OP constituents, we conduct an Annual Hiring Survey for corporate partners in April. The survey consists of 14 questions, related to your talent acquisition and recruitment efforts. Survey data allows us to:

determine specific hiring needs at your company
detail all functional areas at your company with career opportunities
be able to counsel, advise and guide you as it relates to your recruiting strategies

Survey data is shared with member schools, students and alumni, as it relates to internship and career opportunities at your company. Survey completion is an integral component in obtaining a positive return on investment (ROI).

What is the Assessment Survey?

To better serve our corporate partners, we conduct an annual Corporate Partner Assessment Survey in July. The survey consists of 16 questions, related to your talent acquisition needs and overall satisfaction with The Consortium. Survey data allows us to:

Determine the specific needs of your company
Make future process improvements
Gauge your overall satisfaction with the partnership

Survey data is only shared internally.

Survey completion is important to ensure a mutually beneficial relationship.

What channels are available through The Consortium for company exposure?

We can offer exposure through these channels:

The Consortium blog
The Consortium website
Social media (Facebook, Twitter, LinkedIn & Instagram)
Recruiting and Development’s Program Overview
OP
- Signage
- Conference Resource Guide

What is the importance of CAB membership?

The Corporate Advisory Board (CAB) was created in 1989. It is comprised of leaders from major corporations (corporate partners) across the country and other members of the business community. The CAB committee:

Acts as an advisory board to the Consortium and influences the scope of Consortium programs
Serves to heighten the visibility of The Consortium in the corporate community and further enhance its reputation
Plays a critical role in attracting the interest of highly-qualified underrepresented minorities in careers and business management
Provides direction, guidance and support to The Consortium on general policy matters, strategic planning, growth initiatives, fundraising and benchmarking against other diversity-related organizations
Makes recommendations, comments and suggestions to the Board of Trustees
Serves as custodians of corporate citizenship to all Consortium constituent groups

CAB membership is offered at specific corporate partnership levels. For more information on this benefit, please contact Rebecca Fornie, Director, Corporate Development, at fornier@cgsm.org.

Who is the contact person for access to Hello Fellow or to send e-blasts?

Jeff Farris, Director, Database Operations, at 636-681-5452 or farrisj@cgsm.org.

How long are job postings active?

Job postings are active for 60 days by default, but a custom expiration date may be selected.

How long does it take for job postings to be approved?

Job postings are normally approved within one business day unless there are questions about the posting.

What are the best formats for e-blasts?

E-blasts may be submitted as text in a Word document with your company logo attached separately. Alternatively, HTML code may be submitted.

In addition to the Corporate Partner Best Practices & Hello Fellow Training webinar, is it possible to schedule individual training for Hello Fellow?

Yes, Hello Fellow training is available for individuals and teams. Contact Jeff Farris at 636-681-5452 or farrisj@cgsm.org to schedule a training.

Recruiting Introverts and Extroverts

Understanding the nuanced differences between introverts and extroverts can significantly enhance your company’s hiring process. By tailoring certain aspects of the recruitment experience, you can ensure that both personality types are given equal opportunities to shine, and in return, you can identify the most suitable candidates for your organization.

Introverts in the Hiring Process

Introverts often prefer solitary or one-on-one situations, relishing in deep thought and reflection. They might find the hiring process, especially traditional methods, a bit intimidating. However, with a few adjustments, you can make the process more introvert-friendly:

Structured Interviews: Introverts tend to excel in situations where they have had time to prepare. Providing a structured interview with predetermined questions can help them present their answers effectively.
Written Components: Allow candidates the option to showcase their abilities through written assessments or tests. This can allow introverts to express their thoughts without the pressure of on-the-spot speaking.
One-on-One Settings: Group interviews can be overwhelming for introverts. If possible, conduct interviews in a more personal and quiet setting.
Clear Communication: Clearly convey what the hiring process will involve ahead of time, so introverts can prepare mentally and emotionally.

Extroverts in the Hiring Process

Extroverts gain energy from social situations, and their strengths often lie in collaboration and verbal communication. Adjustments can be made to tap into these natural aptitudes:

Group Dynamics: Consider incorporating group discussions or group problem-solving tasks. This allows extroverts to demonstrate their collaborative skills and leadership potential.
Open-Ended Questions: Unlike structured questions, open-ended queries encourage candidates to elaborate and think on their feet, showcasing an extrovert’s ability to adapt and converse spontaneously.
Interactive Scenarios: Role-playing or simulations can be a great way for extroverts to display their skills in real-time situations.
Prompt Feedback: Extroverts appreciate immediate feedback, so consider providing quick responses or assessments after the interview.

Balancing for Both Personalities

It is essential to note that not everyone will fit neatly into the category of introvert or extrovert. The Myers-Briggs Type Indicator suggests that most people fall somewhere on a spectrum between the two. Therefore, it is crucial to provide a balanced hiring process:

Mixed Interview Styles: Offer a blend of one-on-one interviews, group discussions, and written tests to cater to all personality types.
Clear Expectations: Regardless of personality, all candidates appreciate clear guidelines and knowing what to expect. Ensure that the hiring process, its stages, and its objectives are transparent from the outset.
Feedback Opportunities: After the hiring process, give candidates a chance to provide feedback on their experience. This can offer invaluable insights to further refine your approach.

In a diverse working world, understanding the intricacies of different personalities is crucial. By tailoring your hiring process to cater to both introverts and extroverts, you not only make the experience more pleasant for candidates but also increase your chances of identifying the best talent for your organization.

–Article from Career Advancers, 2024