Among my many roles in my last full-time financial services position was serving as the school captain for our recruiting relationship with MIT. I went into the assignment naively assuming that it would be easy -- after all, we were a large, global financial services firm with a sterling reputation for the quality of our IT architecture and systems.

This notion was quickly dispelled in the first conversation I had with MIT's placement office: "One third of our students go on to graduate school. One third start their own businesses. And the rest want to work for Google or Facebook, not you."

What matters most in recruiting top talent is not what you think about your own firm; it is what the talent thinks about your firm. Read full story on Wall Street & Technology

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