The following pages are an overview of our plan for Zayo to respond to this opportunity to gain more diversity in their company by recruiting more female employees.

JoJoJoos,AugustRidley,ScottGringauz,AndreFreed,andCaiHuang.

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Table of Contents

3 4 7 11 13page page page page page

15page page

Introduction

Reas0ns TimelineOur Plan

Costs

Risks Conclusion

page

18Works Cited

17page

20Contact Information

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Introduction The way we view company demographics is changing. Women are underrepresented in many industries and it is critical that they are well represented for a company to be truly successful.

This has led the Zayo Group to look for new recruiting strategies to encourage more women to join their company.

Companies within the technology industry employ thousands of people to help make our tech products run better, but as this industry has exploded since the 90’s, a negative trend has taken effect. The absence of women working for technology companies has become a pressing issue. Here are some statistics according to the Huffington Post that put into perspective how big the issue is: Men make up 77% of Cisco and Intel. Women make up just 30% of Google’s tech jobs, at Facebook it’s just 15%, and Twitter has only 10% women. (Peck, 2015)

Our Plan

Our simplified solution is for Zayo to target women’s clubs at CU and train group members to convince their peers to become involved with Zayo.

Our Plan for ZayoOur proposal for the challenge at hand is to have the Zayo Group come to universities near their offices and partner with clubs specifically orientated with women being successful in underrepresented fields. These fields include engineering, computing and business.

We plan to begin this here at CU which is conveniently located next to Zayo’s corporate headquarters. This partnership will consist of female members of the Zayo Group speaking to the selected clubs to encourage upperclassmen to help recruit promising prospects to work for the Zayo Group. The female students who volunteer will be offered an incentive in the form of a scholarship as well as donation to their club. Mentoring will be offered and relationships will grow between current Zayo employees and female upperclassmen.

Once Zayo see’s the results at the end of the semester they can decide if they would like to implement it in schools all around their company locations, domestically and abroad.

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Prospective ClubsProspective Clubs at the University of Colorado at Boulder include the Society of Women Engineers, Women in Business and Women in Computing. Reaching out to these clubs would benefit both affiliated parties. Partnering with these clubs exposes members of the selected club to the Zayo Group and recruits women in fields where they are underrepresented.

The Women in Business Club has already shown interest here on campus.President, Jasjit Mangat says that,

“The Women in Business Club would love to partner with companies such as Zayo in order to expose the Women in Business community to more tech related roles in a startup environment.”(J. Mangat, Personal Communication, November 16, 2015)

Zayo

Women in

Business

Women in

Computing Society

of Women

Engineers

Reasons for our plan When coming to this

decision, we researched various recruiting strategies and came up with the best plan specific to Zayo.

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Why our plan would be successful

Zayo is already on the right path to recruiting women. In 2004 Intel made it a priority to recruit more women and between 2004-2010 they increased its representation of women by 24%.(Simard & Gammal, 2012.)

It is important for Zayo to build strong ties with organizations within Universities that have a strong representation of women in technology, as well as building a relationship with promising women.(Cuny & Aspray, 2002) Hiring these women as representatives for the company allows these women to gain scholarship, which is encouraging women in these fields, also it is providing a valuable mentoring program to these young women.

This strategy creates a unique network of women. An example of a network recruiting system was used by IBM. IBM made an internal recruiting network in which women were encouraged to recruit other women. IBM estimates that 30% of their female employees are made through these connections.(Simard & Gammal, 2012).

By making this recruiting network all female college students it makes it more attractive and comfortable to other young females. It also makes the recruitment process more personable.

Allowing these representatives and potential employees to come in visit Zayo for a day would be ideal in recruiting women.

IBM invited applicants from recruiters to come and visit, meet employees as well as management. This attracted over 2,000 potential employees and in the end 40-50% of them were offered jobs.(Simard & Gammal, 2012).

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Incentives are Key Intel has offered employees up to 4,000 d0llars in bonuses if they refer good candidates that will help them reach their goal. This gives the recruiters incentive to want to go out and find good employees.(Simard & Gammal, 2012).

By offering these representatives the opportunity to gain scholarship, and money for their own club it will encourage them to recruit women. As well as presenting Zayo’s support of women in these fields.

Intuit: Holding representatives accountable Intuit made it a priority to recruit more women. Sending out representatives to recruit potential employees can often result in all male slates. Intuit’s chief technology officer established clear guidelines of what type of diverse candidates they wanted to recruit. This resulted in Intuit doubled its number of female executives in a twelve month period.(Simard & Gammal, 2012).

It is important for Zayo’s recruiting director to reach out to these representatives and make sure that they are recruiting women that Zayo need.

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Creating a network that battles current gender stereotypes through female networks One of the biggest issues facing women in technology careers is isolation due to lack of other female employees. By having a network of strong female women in Zayo it will make young women feel more welcome.

This plan creates peer supportBy hiring college females as representatives Zayo is creating a relationship between Zayo and these representatives as well as a relationship between these representatives and other women in these fields.

According to a study done by Clemencia Cosentino de Cohen, a senior researcher at Mathematica Policy Research, shows that women are more likely to drop our of science, tech, engineering, and math (STEM) majors.(Newlon, 2015)

According to the Curry School of Education women in STEM majors have a harder time finding friendship networks. These networks are vital to the retention of under represented groups in these majors. Zayo’s representatives are a perfect way to let women in these majors know that there are other women and companies out there that are supporting women in these areas. (Cohoon, 2002).

Women don’t like feeling that they need the recruiting process to be “easier” or “special” for them. This process instead shows off the strong connection of women that work in tech companies such as Zayo.

Potential employees are attracted to companies that share the same ideals as them. This plan of having women recruit women will be proving that Zayo cares about the image of women in this industry. (Cohoon, 2002).

Timeline By implementing this plan for the 2016 semester, Zayo can begin recruiting women before the summer of 2016.

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Weeks 1-2 During the first two weeks of the semester, a Zayo representative will contact and meet with the executives of each club to present the proposed recruiting strategy.

Week 3 Upon getting permission to implement the recruiting program, the Zayo representative will go into every club’s weekly meeting and give the full proposal to all of the club members. At the end of the proposal, the $250 donation will be presented and the representative will get the contact information of everyone who is interested in becoming a recruiter for Zayo.

Week 4 Once all of the volunteers’ contact information has been acquired, Zayo will reach out to each individual via phone and email to inform them of when they will come to Zayo for an information session about the program.

Week 5- Week 8 All of the recruiters will come to Zayo to tour the headquarters and to learn how to promote Zayo to women. By this time, the recruiters will begin seeking out prospects.

Week 9 Zayo will bring in the recruiters for a follow up meeting to see how things are going. During the meeting, Zayo will ask for feedback as to how women are reacting to the program and will remind the recruiters of their incentive to successfully recruit.

Week 9- Week 15

The recruiters will go back to seeking out qualified women to apply for either an internship or job at the Zayo Group.

Final week of school semester

The Zayo representative will invite all participating clubs and their members for a reception where Zayo will give their thanks for the hard work put into helping recruit more women. In addition, Zayo will award the scholarships to each recruiter as well as present a check showing the total amount of money being donated to each club.

CostsWe have estimated the costs of Zayo implementing this strategy in five different schools.

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Associated Costs of our plan

Flash forward a year from now and Zayo will have implemented this recruiting strategy at 5 colleges within Colorado, resulting in a long term cost of $18,750 in total costs.

In addition to the money Zayo will have to invest, Zayo will also have the cost of time in order to make sure the program runs smoothly.

Zayo’s return on investment should far outweigh the costs. Given the opportunity to employ more women in the tech industry, Zayo will find itself ahead of the game and will take a stride towards a more diverse atmosphere.

A successfully recruited woman will have either applied for a job or internship and gone through at least one round of interviews. For each successful recruit, their recruiter will receive a $100 scholarship and a donation of $50 will be given to the club that the recruiter is affiliated with.

Under this plan, Zayo’s goal will be to achieve 20 successful recruits per school. Assuming this goal is reached and that all three clubs are on board with this proposal, Zayo can expect to invest $750 in initial donations, $2000 in scholarships, and $1000 in additional donations to the clubs. All together the total cost per school will be roughly $3750. $3,750CU $11,250

+Mines and CSU

$18,7505

schools

The initial donation of $250 will be presented to the clubs that allow the Zayo representative to inform all recruiters about Zayo and to train them on how to properly recruit women.

Potential Risks

These are some risks associated with this course of action. We have a solution to each of these potential risks.

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Potential RisksAnd Solutions

Effect

The First risk is the possibility that the project may not work effectively. This means maybe few women will become representatives, and the representatives could not recruit many candidates.

To deal with this risk, we will need to branch out to other student groups until we have a sufficient number of representatives. As well as monitor the representatives to ensure they are recruiting a diverse set of women.

Cost

The cost risk is because of a timing risk and funding risk. That means the project could take a full semester at least in order to see the results. Besides timing cost, Zayo also have to pay the essential donation to the student organizations which they collaborate with.

To deal with the time risk, we will have monthly report of our recruiting project to see how it works in a period time, so that we can adjust our project on time.

As for the funding risk, the essential donations to student organizations are actually not very big amount of money. The further rewards come with conditions. Zayo will get the results first then pay the rewards to both student representatives and the organizations. That means the funding risk can be controlled in very low rate.

Authenticity

The authenticity of recruiting results will be another significant risk. There is a possibility that some representatives may use others’ profiles to submit faking job applications for rewards.

To deal with this risk, Zayo needs to verify every job applicant before it pay the reward to student representatives. The verifying process will be a recruiting interview which hold by Zayo’s recruiting department.

EffectTime and FundAuthenticity

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Conclusion Our plan is that these women representatives are the best way to attract talent to Zayo. The initial training and recruitment that Zayo will do is an important part of the process but what will be the key deciding factor is how the newly trained and informed female college students perform in convincing their peers to come and join Zayo. We believe that with the right training, our plan will be a success and Zayo will become a model company of the tech industry and show the world that they care about diversity just as much as they do about their technology.

Another factor that we discussed is addressing the issue before females enter their collegiate years. Encouraging their interest in technology is important and Zayo needs to keep contributing to organizations such as Girls Who Code and Women in Tech. In order to help influence younger females to want to work in tech fields.

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Works CitedBurger, C. J., Creamer, E. G., & Meszaros, P. S. (Eds.). (2007). Reconfiguring the firewall: Recruiting women to information

technology across cultures and continents. CRC Press.

Cohoon, J.M. (2002). Recruiting and retaining women in undergraduate computing majors. ACM SIGCSE Bulletin, 34(2), 48-52.

Cuny, J., & Aspray, W. (2002). Recruitment and retention of women graduate students in computer science and engineering: results

of a workshop organized by the computing research association. ACM SIGCSE Bulletin, 34(2), 168-174.

Emily, Peck. (2015). The stats on women in tech are actually getting worse. The Huffington Post. Retrieved from, http://

www.huffingtonpost.com/2015/03/27/women-in-tech_n_6955940.html

Hill, C., Corbett, C., & St Rose, A. (2010). Why so few? Women in Science, Technology, Engineering, and Mathematics. American

Association of University Women. 1111Sixteenth Street NW, Washington, DC 20036.

Klawe, M., Whitney, T., & Simard, C. (2009). Women in computing---take 2. Communications of the ACM, 52(2), 68-76.

Marsden, P. V., & Gorman, E. H. (2001). Social networking, job changes, and recruitment. In Sourcebook of labor markets (pp.

467-502). Springer US.

Newlon, Cara. (2015). College STEM majors opting out for other degrees. USA Today. Retrieved from, http://www.usatoday.com/

story/news/nation/2013/09/19/stem-majors-opting-for-other-degrees/2828219/

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Works Cited Continued Simard, C., & Gammal, D. L. (2012). Solutions to recruit technical women. Anita Borg Institute Solutions Series, Anita Borg

Institute for Women and Technology.

Todd, K., Mardis, L., & Wyatt, P. (2005, November). We’ve come a long way, baby!: but where are women and technology are

concerned, have we really?. In Proceedings of the 33rd annual ACM SIGUCCS conference on user

services. ACM.

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Contact InformationScott Gringauz- scott.gringauz@colorado.eduJo Jo Joos- josseline.joos@colorado.eduAndre Freed- andrecfreed@gmail.comCai Huang- cai.huang@colorado.edu August Ridley- august.ridley@colorado.edu