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Part 6. Human Resources Management

Chapter 332. Strategic Recruitment

Section 1. Workforce Recruitment Strategies

6.332.1 Workforce Recruitment Strategies

Manual Transmittal

August 25, 2026

Purpose

(1) This transmits revised IRM 6.332.1 Workforce Recruitment Strategies.

Material Changes

(1) Throughout the IRM, all terms “diversity,” “equity,” “inclusion,” the acronym “DEI”, and links to the DEI Office or content promoting diversity, equity, and inclusion if used in the context of the DEI program to align with Executive Order (EO) 14151, Ending Radical and Wasteful Government DEI Programs and Preferencing, were removed.

(2) Throughout the IRM, all language relating to bargaining units, unions, or union agreements to align with EO 14251, Exclusions from Federal Labor-Management Relations Program, and EO 14343, Further Exclusions from Federal Labor-Management Relations Program, was removed.

(3) Throughout the IRM, organization names, internal controls, and hyperlinks have been updated.

Effect on Other Documents

IRM 6.332.1, Workforce Recruitment Strategies, dated July 28, 2023, is superseded. HCO-06-0226-0003, Interim Guidance (IG) on IRM Language Related to Collective Bargaining Agreements and HCO-06-0925-0015, Interim Guidance on Removing DEI Language/Practices from Staffing Policies, dated March 5, 2026, are incorporated herein.

Audience

All business units

Effective Date

(08-25-2026)

Alex Kweskin
Chief Human Capital Officer
Internal Revenue Service

6.332.1.1 (08-25-2026)

Program Scope and Objectives

  1. Purpose: This IRM provides IRS policy, standards, requirements, and guidance relating to strategic recruitment activities within the IRS.
  2. Audience: Unless otherwise indicated, the IRS policy, standards, requirements, and guidance contained in this IRM apply to all IRS business units.
  3. Policy Owner: The IRS Chief Human Capital Officer (CHCO) is the policy owner for this IRM.
  4. Program Owner: The HCO, Human Resources Operation and Shared Services (HROSS) and Talent Acquisition (TA) are the program owners for this IRM.
  5. Primary Stakeholders: The HCO, Compliance and Communications (C&C), and HROSS, and TA are the primary stakeholders for this IRM.
  6. Program Contact: The HCO, TA is the program contact for this IRM.
6.332.1.1.1 (08-25-2026)

Background

  1. This IRM is part of the Servicewide effort to provide IRS Human Resource practitioners with the most current policies and procedures from the HCO, C&C.
  2. This IRM reflects the role of the Strategic Recruitment and Hiring Office (SRH) in meeting the recruitment goals of the IRS. It includes policy and guidance on strategic recruitment activities ranging from marketing materials and campaigns (print, radio, television, and internet) to recruitment activities and strategy.
  3. This IRM also establishes the relationship between the SRH, and other IRS business units.
6.332.1.1.2 (08-25-2026)

Authority

  1. United States Code (USC):

     

  2. Code of Federal Regulations (CFR):

    • 5 CFR 332, Recruitment and Selection Through Competitive Examination
    • 5 CFR 307, Veteran’s Recruitment Appointments

     

  3. Other:

     

6.332.1.1.3 (08-25-2026)

Roles and Responsibilities

  1. The IRS CHCO is the executive responsible for this IRM and overall IRS policy for recruitment and hiring.
  2. The HCO, C&C, is responsible for developing, maintaining, and publishing content in this IRM.

  3. The HCO, TA, is responsible for:

    1. Policy application and compliance with this IRM
    2. Ensuring vacancy announcements meet regulations and contain appropriate language for appointment
    3. Serving as the primary point of contact for hiring managers
    4. Obtaining clarification from C&C on policy guidance and program requirements as needed
    5. Initiating and coordinating the IRS Affirmative Action Plan for the employment of people with disabilities

     

  4. Supervisors of IRS employees are responsible for ensuring government resources are used efficiently and effectively, with a minimum potential for waste, fraud and mismanagement. They must administer procedures covered in this IRM with integrity and in compliance with applicable laws, regulations, and policies.
6.332.1.1.4 (08-25-2026)

Program Management and Review

  1. During review and publishing of this IRM, sections are revised, added, or deleted based on statutory and regulatory changes and feedback from customers and program owners.
6.332.1.1.5 (08-25-2026)

Program Controls

  1. The HCO, C&C collaborates with other HCO organizations and IRS stakeholders to support education and outreach activities related to IRS recruitment strategy.
6.332.1.1.6 (08-25-2026)

Terms

  1. The following list includes definitions used throughout this IRM:

    1. Recruitment: The action of enlisting new people to be employed by the IRS
    2. Social Media: Websites and applications that enable users to create and share content or to participate in social networking
    3. Primary Schools: Tier 1 of 3 in the SRH selected colleges and universities identified by Return On Investment assessment, and feedback from IRS stakeholders and corporate recruiters
    4. Secondary Schools: Tier 2 of 3 in the SRH selected colleges and universities identified by Return On Investment assessment, and feedback from IRS stakeholders and corporate recruiters
    5. Supplemental Schools: Tier 3 of 3 in the SRH selected colleges and universities identified by Return On Investment assessment, and feedback from IRS stakeholders and corporate recruiters

     

6.332.1.1.7 (08-25-2026)

Acronyms

  1. The following table contains acronyms used throughout this IRM:

    AcronymsDefinitions
    CICriminal Investigation
    C&LCommunication & Liaison
    HCOHuman Capital Office
    OPMOffice of Personnel Management
    PEOProgram Execution Office
    SRHStrategic Recruitment and Hiring Office
    TATalent Acquisition
6.332.1.1.8 (08-25-2026)

Related Resources

  1. OPM Disability Employment Program
6.332.1.2 (08-25-2026)

SRH Mission

  1. The mission of the SRH is to support and develop the IRS recruitment goal of establishing the IRS as a leading employer of choice by identifying, recruiting, and developing a workforce that attracts highly skilled candidates.
6.332.1.2.1 (08-25-2026)

SRH Strategies and Objectives

  1. The SRH accomplishes its mission by:

    1. Establishing a data-driven annual recruiting plan to include a single set of Servicewide recruiting targets. Targeted recruitment efforts, such as geographic locations and/or candidate’s segments are based on long-term workforce needs, the efficient use of resources, and the annual recruitment plan.
    2. Partnering directly with all business units to ensure that all recruitment efforts are incorporated or reflected in the corporate recruitment strategy.
    3. Strategically managing relationships with key contacts at gateway institutions and organizations that are included in the recruitment marketing strategy. This includes the use of a set of flexible resources that can be adjusted to meet variable recruitment needs such as banners, tablecloths, email content, social media, flyers, recruitment and information sessions, and other materials.
    4. Using standardized high-quality recruitment marketing materials to present a consistent IRS brand message specifically tailored to attract identified, desirable candidate segments and market the IRS as an employer of choice.
    5. Maintaining relationships with job candidates throughout the recruitment cycle using established tracking systems and communication processes.
    6. Tracking effectiveness and return on investment of recruitment activities through continual analysis of performance measures that are aligned to IRS and HCO strategic goals, incorporating continuous process evaluations and improvements.
    7. Providing guidance and approval to field activities and business partners on recruitment activities such as videos, handouts and material that will be released, in coordination with Communication & Liaison Office (C&L) Office and the IRS Design Office.

     

6.332.1.2.2 (08-25-2026)

SRH Directorate

  1. The SRH is an office under HCO, TA.
  2. The SRH Associate Director is the advisor to the CHCO on strategic recruitment issues.

  3. Four branches report to the SRH Director:

    1. Operational Recruitment Staffing Branch
    2. Recruitment Branch
    3. Special Emphasis Programs Branch
    4. Outreach & Talent Analytics Branch

     

6.332.1.3 (08-25-2026)

SRH Marketing and Media

  1. The SRH manages strategic recruitment contracts that include media and marketing, job boards, the IRS Careers Website, media buys, and other recruitment related functions.
6.332.1.3.1 (08-25-2026)

Strategic Employment Marketing

  1. A permanent media presence is vital to the continual improvement of the IRS image as an employer of choice. The SRH is responsible for strategically communicating the benefits of IRS employment to potential employees.
6.332.1.3.2 (08-25-2026)

Campaign Design

  1. The SRH designs employment marketing campaigns using the research, analysis and design services available through the IRS’s employment marketing contract. Campaign design activities include conducting research on media placement, job advertisements and direct marketing components, using research from focus groups, analyzing industry best practices, evaluating proposals, developing prototypes and final products, all of which supports the IRS Careers website.
6.332.1.3.3 (08-25-2026)

IRS Employment Marketing on the Internet

  1. The IRS Careers website is focused on employment marketing and recruitment and contains links to the online vacancy announcement and application systems. The site is not used to distribute any tax related information. The site is hosted on a public facing server controlled by the contractor and managed by the SRH IRS Careers Website program manager. Strategic media campaigns direct audiences to the IRS Careers website which provides links to all approved IRS internet sites.
6.332.1.3.4 (08-25-2026)

Strategic Print Media Campaigns

  1. The SRH works with the IRS Design Office, C&L, and business units to ensure a consistent approach is used to communicate with national and local print publications including professional journals, college recruitment publications, and special-interest publications. Print media campaigns can reflect nationwide employment opportunities or may be targeted to specific jobs and/or locations. The SRH recommends approaches consistent with the market and current trends.
6.332.1.3.5 (08-25-2026)

Strategic Internet and Social Media Campaigns

  1. The SRH maintains advertising and job posting on the internet, including event promotion sites, professional organization sites, college recruitment sites, general recruitment sites, special interest sites, and general interest sites, including social media. Internet and social media campaigns can reflect nationwide recruitment events, nationwide employment opportunities or may be targeted to specific jobs and/or locations.
  2. Placements are purchased on job posting and career information sites for use during the campaign year. These job postings supplement, but do not replace official vacancy announcements on USAJOBS. The SRH manages the posting of job announcements and career information to selected sites through the media campaign contract.
6.332.1.3.6 (08-25-2026)

Strategic Employment Marketing Materials

  1. The SRH maintains a presence at in-person and virtual career fairs and other venues where recruitment materials may be displayed and/or distributed. Recruiting materials may also be made available for placement in local newspapers and other outlets.
6.332.1.3.7 (08-25-2026)

Recruiter Displays

  1. The SRH is responsible for the design, procurement and distribution of recruitment displays for IRS. Additional copies of the national displays and additional photo-panels may be purchased by business units through the IRS’s recruitment marketing and advertising contract by contacting the SRH.
6.332.1.3.8 (08-25-2026)

Employment Marketing Handouts and Brochures

  1. The SRH uses brand management to market the IRS as an employer of choice. The marketing created reflects the values, vision, and mission of the IRS. Standardized recruitment marketing materials deliver a consistent message and are used across the IRS. Content within branded materials can be tailored to attract identified candidate segments.
  2. The SRH maintains an inventory of all employment marketing handouts and brochures. Creation and revision of all recruitment materials is facilitated by the SRH in collaboration with the IRS Design Office and Publishing Services, to ensure IRS design standards and an enterprise branding approach to recruitment are maintained. Recruitment products are published and ordered through Publishing Services and warehoused in national distribution centers. Corporate recruiters and local recruitment offices can order handouts and brochures from the national distribution centers.
6.332.1.3.9 (08-25-2026)

Promotional Items

  1. The SRH procures and maintains an inventory of promotional items (giveaways) for distribution at recruitment events by corporate recruiters. The giveaways contain at a minimum the official IRS logo and the IRS Careers Website.
6.332.1.3.10 (08-25-2026)

Local Recruitment Print Advertising

  1. The SRH is responsible for the creation and maintenance of an inventory of media templates that can be adapted for local use by business units. These templates contain approved graphics and employer branding messages. Local job titles, salaries, grades, location, and contact information for local offices can be stated in the approved media templates as needed. Creation and revision of these templates is facilitated by the SRH, in collaboration with the IRS Design Office, and Publishing Services, to ensure IRS design standards and an enterprise branding approach to recruitment are maintained. Business units are responsible for the placement of ads in local advertising outlets.
6.332.1.3.11 (08-25-2026)

Local Recruitment Television Advertising

  1. The SRH is responsible for ensuring that all recruitment advertising on local television is consistent with IRS Brand and Marketing guidelines, where such advertising is necessary.
6.332.1.3.12 (08-25-2026)

Local Recruitment Radio Advertising

  1. The SRH is responsible for ensuring that all recruitment advertising on local radio is consistent with IRS Brand and Marketing guidelines, where such advertising is necessary.
6.332.1.3.13 (08-25-2026)

Seasonal Campus Recruitment Campaigns

  1. Each fall, the SRH provides recruitment advertising to help fill thousands of seasonal and temporary jobs during the tax filing season (primarily in Submission Processing centers). In addition to the usual print and Internet media, the SRH uses a wide range of marketing tools developed specifically for individual campuses such as local flyers, transit ads, cinema ads, cup sleeves, billboards, radio ads, and direct mail campaigns. Creation and revision of these marketing tools is facilitated by the SRH, in collaboration with the IRS Design Office and Publishing Services, to ensure IRS design standards and an enterprise branding approach to recruitment are maintained.
6.332.1.4 (08-25-2026)

SRH Planning and Analysis Function

  1. The SRH maintains recruitment targets based on business unit forecasted hiring needs. The annual corporate recruiting plan takes into consideration IRS resource needs, contingency plans, and execution of the recruitment strategy against the plan.
  2. The annual corporate recruiting plan is created jointly with IRS stakeholders. Primary stakeholders include representatives from offices within HCO and hiring coordinators representing business units. In addition, the SRH partners with managers, HR specialists, and other organization stakeholders review and analyze each division’s specific hiring needs to ensure that recruitment efforts remain in sync with evolving hiring projections. Communication occurs on a quarterly basis, at minimum. In some cases, members of IRS affinity groups and/or representatives from C&L National Public Liaison participate in the discussions.
6.332.1.4.1 (08-25-2026)

Performance Measures

  1. The SRH performance management system ties recruitment success to HCO and IRS strategic goals. The SRH conducts studies and analyzes data for use in measuring the success of each recruitment source. Return on investment (ROI) targets vary for each source strategy. The SRH measures the cost of a source strategy against recruitment success and utilizes various performance measures to gauge the effectiveness of recruitment efforts.
6.332.1.4.2 (08-25-2026)

Source Management Metric

  1. The SRH tracks the effectiveness of recruitment programs using the following measures:

    1. Volume of applicants touched at in-person events
    2. Return on total recruitment budget spent on in-person events
    3. Event satisfaction scores

     

  2. The SRH tracks the effectiveness of the overall recruitment strategy using the following measures:

    1. Improvement on ROI by source such as employee referral, in-person, or internet
    2. Percentage to plan

     

6.332.1.4.3 (08-25-2026)

Effective Recruitment Measures

  1. The SRH performance is measured by the following elements to ensure timely hiring of applicants:

    1. Total number of applicants hired
    2. Total number of candidates touched/targeted
    3. Recruiting conversion rate, number of recruited applications compared to the number of applications touched

     

  2. The SRH performance is measured by the following elements regarding efficiency:

    1. Actual hiring funds spent compared to the number of hires
    2. Percent of applicants qualified and touched by recruiting
    3. Number of applicants hired compared to the number of applicants that applied

     

6.332.1.5 (08-25-2026)

SRH Use of Recruiters

  1. The IRS attracts talent for hard-to-fill occupations and/or locations by effectively utilizing corporate recruiters, event planning, and relationship management. The SRH is responsible for attracting and recruiting the best candidates. The SRH plans an annual calendar of recruiting events, which reflects budgetary and cost considerations and return on investment.

  2. The SRH oversees the following program areas:

    • Corporate recruitment
    • Schedule A disability
    • Veteran
    • IRS affinity groups recruitment
    • College recruitment
    • Executive recruitment sponsor
    • Business unit participation in recruitment activities
    • Professional association recruitment
    • IRS campus recruitment support
    • Employee referral
    • Candidate tracking system and communication processes

     

6.332.1.5.1 (08-25-2026)

SRH Corporate Recruiters

  1. The SRH is responsible for recruiting, selecting, hiring, supporting, and managing of a staff of full-time corporate recruiters who market the IRS mission and its careers. Corporate recruiters build strategic relationships with key partnership organizations including, but not limited to, colleges, universities, and IRS affinity groups. Corporate recruiters coordinate with IRS field and campus executives as well as senior and frontline managers in a team-based approach to plan and implement recruitment events.

  2. Corporate recruiters are responsible for the following recruitment programs:

    • Maintaining relationships with colleges and universities
    • Initiating and maintaining contact with professional organizations, IRS affinity groups, stakeholder liaisons and community organizations to execute annual initiatives
    • Conducting and attending events
    • Working cooperatively with IRS executives and representatives to ensure presence at events and consistent messaging
    • Identifying and communicating with candidates
    • Maintaining recruitment event and contact information using the recruiter candidate tracking system.

     

  3. Corporate recruiters are responsible for representing the recruiting needs of all IRS business units. They work closely with the embedded recruitment offices of all IRS business units.
6.332.1.5.2 (08-25-2026)

Corporate Recruiter Training

  1. The SRH is responsible for providing annual recruiter training. All full-time corporate recruiters are required to complete the annual training. Training topics include, but are not limited to, the following:

    • Recruitment functions, roles and responsibilities in the recruiting process
    • Use of corporate brand and targeted candidate messages
    • Hiring authorities
    • Candidate tracking systems
    • Applicant system updates and enhancements
    • Communication plans and practices with business units and executives
    • Business unit hiring plans and timeliness
    • Supporting IRS Campus recruitment
    • Recruitment Do’s and Don’ts
    • Governance of policies and laws

     

6.332.1.5.3 (08-25-2026)

Schedule A Recruitment Initiatives

  1. The IRS is committed to supporting the recruitment, hiring and retention of employees with targeted disabilities, as defined by the OPM on their website here: OPM Disability Program. The SRH partners with other HCO divisions, the HCO accessibility coordinator and IRS business units to deliver disability recruitment outreach activities and disabled veterans outreach efforts. SRH is responsible for Schedule A program oversight on a Servicewide level.
  2. The SRH partners with the HCO accessibility coordinator to assist business units in identifying individuals with targeted disabilities who are interested in a position in the post of duty where a job is to be announced or projected vacancies are scheduled to occur. The SRH supplements the HCO accessibility coordinator’s national contacts with Veterans organizations, regional and state Vocational Rehabilitation Centers, and nonprofit organizations to identify and recruit potential schedule A candidates.

  3. The SRH supports the IRS initiative to increase the hiring of disabled employees through recruitment efforts including:

    • Participating in career fairs including disabled virtual job fairs
    • Engaging in recruiting partnerships with colleges to support the recruitment of students with disabilities
    • Leveraging relationships with IRS stakeholders including IRS Deaf Empowerment and Advocacy Forum, Visually Impaired Employee Workforce and Military Outreach for IRS employee organizations
    • Advertising in print and internet media to provide employment information to individuals with disabilities
    • Supporting targeted recruitment initiatives and programs like the Warrior Intern, Non-Paid Work Experience, Veteran Hiring Employment Recruitment Opportunities, and Operation Warfighter

     

6.332.1.5.4 (08-25-2026)

Veteran Recruitment Initiatives

  1. The SRH is the IRS Veterans Program Office and is committed to supporting the recruitment, hiring and retention of U.S. veterans who are a good fit for the IRS based on skill sets and leadership experiences acquired during their military tenure.
  2. Veteran recruitment incorporates The SRH participation at veteran and military career fairs and outreach through advocacy groups designed to increase awareness of the IRS as an employer of choice for veterans including those that transition back into the workforce.
6.332.1.6 (08-25-2026)

Recruitment Program with IRS Affinity Groups

  1. The SRH partners with IRS affinity groups also known as employee organizations or employee resource groups to identify recruitment opportunities and enhance recruitment efforts to leverage the relationships that affinity groups have with members and stakeholders.
6.332.1.6.1 (08-25-2026)

SRH Collaborative Recruitment with IRS Affinity Groups

  1. Affinity group leaders and members are encouraged to reach out within their communities to share information about IRS career opportunities. Members are asked to assist the SRH in developing a creative and effective recruitment strategy and methods for delivery.
  2. Targeted affinity group leaders and members are asked to solicit excellent employees amongst their membership to represent the IRS at official recruitment events as the face of the IRS. This allows affinity group representatives to offer their expertise and experience as IRS employees. The SRH serves as a consistent point of contact for all recruitment questions, assists with affinity group members’ needs and keeps affinity group members informed of new IRS employment at centers.
6.332.1.6.2 (08-25-2026)

College and University Recruiting

  1. The SRH develops relationships with colleges and universities as a key component to recruiting applicants at the pre-career and early-career level. Recruitment activities at selected colleges and universities include participating in job fairs, making classroom presentations, placing ads in student newspapers, and sending email blasts to students. The SRH maintains a focused approach to college recruitment using a tiered system of school relationships identifying colleges and universities as primary, secondary, and supplemental. Recruitment strategies for college and university events are adjusted on an annual basis through activities including a review of the tiered list of colleges and universities, Return On Investment assessment, and feedback from IRS stakeholders and corporate recruiters.
6.332.1.6.3 (08-25-2026)

Primary, Secondary, and Supplemental Schools

  1. The SRH focuses its recruiting and marketing efforts at primary schools in the top accredited colleges and universities fields whose student populations have targeted skill sets that are a good fit for IRS occupations. Corporate recruiters partner with IRS executives to develop a relationship with each primary school.
  2. The IRS builds relationships with career counselors and, in high-volume hiring years, has an increased attendance in job fairs and other campus events at additional colleges and universities located within proximity of our larger post of duties, IRS campuses, and primary schools. These are known as secondary schools.
  3. The SRH engages in recruitment efforts at colleges and universities where the IRS has successfully recruited in the past or anticipates success regardless of location. These schools are known as supplemental schools. Efforts at these schools supplement those at the primary and secondary schools, particularly when recruitment efforts should be increased to facilitate large hiring initiatives or hiring for a specific location.
6.332.1.6.4 (08-25-2026)

Business Unit Participation in Recruitment

  1. The SRH provides collaborative recruiting across all business units. Each business unit provides annual hiring needs to the SRH in a timely manner to enable the SRH to create a calendar of events and the annual recruitment plan.
  2. Business units provide recruitment representatives to assist corporate recruiters at events as requested. Assistance may include attending recruitment events, making presentations to targeted organizations and communicating with potential candidates. Feedback on recruitment activities provided by recruitment representatives is considered in the development of the annual recruitment plan and recruitment calendar of events.
6.332.1.6.5 (08-25-2026)

Participation in Recruitment Events Planned Outside of the SRH

  1. Requests to represent the IRS at recruitment events that are received directly by the business units should be shared with the SRH, who can provide logistics, planning, and scheduling support. Recruitment events may include speeches, workshops, and presentations to students, professional organizations, affinity groups or the public.
6.332.1.7 (08-25-2026)

Collaboration with Criminal Investigation

  1. Servicewide policy requires close coordination between Criminal Investigation (CI) Special Agent part-time recruiters and the SRH corporate recruiters to ensure the IRS is represented as one agency at events. The SRH supports CI hiring through recruitment outreach efforts and collaborates on recruitment event participation with options such as sharing booths. In addition, the SRH provides standardized marketing and media materials for recruitment activities.
6.332.1.8 (08-25-2026)

SRH and Professional Associations

  1. The IRS has established relationships with professional associations and organizations throughout the country that are excellent channels for reaching applicants of all ages, especially those in mid-career who have gained specialized experience. SRH shares IRS recruitment messages with these external institutions. SRH centrally manages these relationships through corporate recruiters and relationship managers that handle the administrative and logistics of recruitment. Service wide representatives serve as the face of the IRS to candidates.
6.332.1.9 (08-25-2026)

SRH Campus Recruitment

  1. The IRS campus recruitment remains primarily with campus personnel. The SRH provides support to the campus recruiting efforts and oversees campus recruiting through the following:

    • Collaborating with the SRH, Marketing & Media Branch to create effective campus marketing materials
    • Providing corporate advertising funding and materials
    • Coordinating cross-campus information sharing
    • Highlighting campus hiring needs in communication with colleges and affinity groups
    • Building relationships with campus-relevant professional associations such as contact service representative associations
    • Helping campus personnel staff collect, synthesize, and act upon the SRH performance metrics
    • Helping refine recruitment strategy for attracting high-quality and candidates

     

6.332.1.10 (08-25-2026)

Candidate Tracking System and Communication Process

  1. The IRS maintains relationships with candidates throughout the recruitment process and tracks successful applicants in permanent positions throughout the first years of their IRS career.
6.332.1.11 (08-25-2026)

Non-Traditional Recruitment Intake Channels

  1. The IRS utilizes various hiring flexibility available to the federal government to hire college and graduate students including:

    • Pathways Recent Graduates
    • Pathways Student Internships
    • The IRS Fellowship Program
    • Student Volunteers

     

  2. The IRS further capitalizes on non-traditional intake channels to hire college students and recent graduates. These programs are used to hire hard-to-fill locations where the competitive process does not render sufficient applicants and/or attract a more skilled workforce.
  3. IRS also promotes the appropriate use of non-traditional intake programs for veterans and people with disabilities. The SRH engages managers and hiring coordinators within business units to understand the appropriate use of non-traditional recruitment intake programs.
  4. Programs are being developed that facilitate interactions between students and provide managers to expose students to IRS career opportunities and to encourage them to apply for positions upon graduation. This allows the IRS to compete for candidates who might otherwise be lost to other employers.