[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-351263-105":3,"detail-sidebar-cat-1-en-105":80,"doc-detail-351263-en":126},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":73,"head_meta":75,"extra_data":77,"updated_unix":79},105,"en","ifc-recruitment-plan-template-recruitment-plan-template","IFC Recruitment Plan Template - Recruitment Plan Template","","Interfraternity Council (IFC) provides a recruitment plan template for Colorado State University chapters, offering a structured starting format for recruitment committees. The plan emphasizes SMART goals with clear objectives, measurable progress, feasibility during the term, organizational relevance, and defined timelines. It outlines key components including goals, roles and responsibilities, recruitment workshops for skills development, recruitment expectations for member participation, and accountability to improve overall recruitment success. 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It includes key components we believe should be addressed in a strong recruitment plan.  \nThe plan should be:  \nSpecific: Have you set specific goals that are widely shared and understood? A goal of  \nMeasurable: Is the goal measurable? That is to say, will we know when/if we have achieved our  \ngoal?  \nAttainable: Is the goal realistic? Is it possible to attain during the term? A SMART goal is  \nachievable, and the possibility of actually reaching the goal is part of what makes it so effective. Relevant: Is the goal relevant to our organization? Fraternities need to recruit to grow and remain  \nrelevant to campus. In addition, our recruitment goals should be relevant to the values and the purpose of our organizations.  \nTimely: Is there a timeline by which the goal will be achieved? All SMART goals also include a  \ntimeframe for measurement. More tha  \nhappen overnight. It takes time and hard work, so be patient and thoughtful when developing a recruitment plan and measuring results.  \nKey Components ofa recruitment plan are provided below:  \n1.  Goals  \nover the course of this semester? By how much would the chapter like to increase in membership? How might the chapter like to change the culture of recruitment success in the chapter? Are there individual goals that should be set by members to inform the overall chapter  \nmight be about maintaining the recruitment success?  \nGoals are meant to be shared, and the likelihood that we will reach them is positively impacted  \ngroup as a whole so everyone believes they have a stake in reaching them.  \nGoals might also be specific to particular audiences or events. For example, you may have a chapter-wide recruitment goal as well as an individual member recruitment goal (number of PNMs each active brother is responsible for outreaching to for example).  \n2. Who  \nDecide who is responsible for implementing the recruitment plan. Will this be a one-person effort with the elected/selected recruitment officer leading the charge, or should/could the chapter select a recruitment committee to assist with implementation?  \nIf the chapter is utilizing a committee, this section of the plan should describe their efforts and responsibilities.  \nAdditionally, this is an opportunity to involve an advisor. How can your advisor be helpful in achieving your goals? How will could you utilize your advisor in the implementation of the recruitment plan?  \n3. Recruitment Workshops  \nWhat positive programming and skill building will your chapter implement to help all members improve their recruiting capacity and recruitment skills? This section should outline any recruitment workshops designed to help members become better recruiters and committed to the Be clear: assess what your members need in terms of recruitment programming and then provide resources to help fill that need.  \nPossible programs/workshop could include:  \n􀁸 Recruitment skills training foryour newest members: these programs are designed to teach foundational recruitment skills and provide recruitment skills mentoring to the newest members.  \n􀁸 Recruitment skills training programs for all members by which strong recruiters can  \nvolunteer to coach or support those that might be struggling (this can be built into recruitment accountability program)  \n4. Recruitment Expectations  \nDoes your chapter have expectations for all members related to recruitment performance? For example, do you require all brothers to participate in recruitment events, to make cold-calls, to meet for recruitment one on ones with PNMs ? While  \nthese expectations might not be necessary for all members, it is important to be clear about what the expectations are fo","cbCairPmwv2rvoB5","https://ap.wps.com/l/cbCairPmwv2rvoB5","pdf",237577,"English","# Goals\n## Who\n## Recruitment Workshops\n## Recruitment Expectations\n## Accountability\n## Recruitment Advertising, Communication, Programming, and Recognition","[{\"question\":\"What does the template say about setting recruitment goals?\",\"answer\":\"It recommends using SMART goals—specific, measurable, attainable, relevant, and timely—so the chapter knows when goals are reached and why they matter.\"},{\"question\":\"Who is responsible for implementing the recruitment plan?\",\"answer\":\"The plan should assign responsibility to a recruitment officer or a recruitment committee, and it suggests involving an advisor to support implementation and goal achievement.\"},{\"question\":\"What key components besides goals does the template include?\",\"answer\":\"It includes sections for recruitment workshops, recruitment expectations for members, accountability for meeting expectations, and recruitment advertising/communication/programming/recognition, with ideas for tracking event attendance.\"}]","IFC Recruitment Plan Template - Recruitment Plan Template | PDF",1790093262]