Assistant Dean and Executive Director of Full-Time Graduate Recruitment (Hybrid) - Olin Business

About this role

Location ST. LOUIS, MO 63130

 Scheduled Hours 37.5

Position Summary The Assistant Dean of Recruitment holds one of the most rewarding mandates at Olin Business School: surfacing the next generation of leaders to Olin, connecting them to a storied community, and helping them discern the purpose that will shape their careers. Olin is in the midst of a deliberate transformation, and this role plays a key part in advancing Olin's proud legacy and furthering WashU's role in driving impact.

The Assistant Dean of Recruitment is the front-line sales leader of Olin Business School’s full-time graduate recruitment function covering the full-time MBA and entirety of the specialized master’s portfolio. This person manages all full-time program recruiters—domestic and international—as one team, with direct accountability for recruiter activity, funnel velocity, and conversion from first inquiry through deposit. The mandate is sales activation and management: install a shared methodology, set clear activity standards, run a disciplined weekly coaching and inspection cadence, and make personnel decisions based on measurable performance. The Assistant Dean is responsible for further building the team around defined territory and program circuits and helping to develop the existing team as well. The role owns the events and travel calendar, the qualification and speed-to-lead standards, and the recruitment side of the partnership with Marketing & Communications and Strategic Insights. The ideal candidate has led recruiters or salespeople against measurable targets and coached them to hit those targets, has lived inside graduate enrollment, and finds energy in the art and grit of pipeline management: strategize, test, tinker, coach, repeat. This is a player-coach seat for someone who likes to captain a team and lead it to victory.

Job Description

Primary Duties & Responsibilities:

Recruitment Strategy • Build and maintain the recruiting playbook: qualification scripts, discovery frameworks, objection handling, and program-fit guidance recruiters use in every candidate conversation. Partner with Marketing Communications on prospect communications (emails, texts etc.) from the point of candidate entry throughout the funnel. • Design and execute the annual recruitment travel and events calendar across all territories: domestic feeder circuits, outstate circuits, veteran and specialty channels, and international trips • Set three to five activity KPIs per recruiter (e.g., outreach volume, speed-to-lead, event-to-inquiry conversion, qualified inquiries generated, application submission rate) alongside a defined set of outcome metrics owned by the team (qualified inquiry volume, application volume, admit conversion, deposits by program). • Define a speed-to-lead standard for every inquiry channel. No qualified inquiry waits • Establish precise pipeline stage definitions and entry/exit criteria in Slate, in partnership with the Director of Admissions Operations. • Measure every event and trip on cost per qualified inquiry and cost per application. Kill what does not convert; scale what does • Feed structured field intelligence upward—what candidates are asking, where competitors are winning, which messages convert—to inform scholarship, positioning, and class-shaping decisions made above this role.

Team and Culture • Directly manage all full-time program recruiters—domestic and international—as a single team with one culture, one methodology and one standard of performance.

• Hire new recruiters into defined circuit assignments; integrate inherited recruiters into the same methodology and standards.

• Coach recruiters through direct observation across phone calls, live candidate interactions, event planning and execution, and other key prospect touch points.

• Design and deliver the recruiter training curriculum: onboarding for new hires, ongoing skills development, and structured practice (role play, call review, message critique).

• Build one team culture across domestic and international recruiting: competitive, mutually supportive, resilient, and accountable to shared numbers.

• Develop bench strength: identify and grow future senior recruiters and team leads from within. • Make performance decisions quickly and with integrity when standards are not met. This is a managed sales team, not a loosely coordinated staff.

Operating Rhythm • Run weekly pipeline inspections with the recruitment team: review activity against standards, inspect stage movement, strategize on stalled candidates, and assign corrective action with deadlines.

• Partner with Strategy & Insights team to establish tools and tracking mechanisms that efficiently provide essential to recruiters to inform their day-to-day activity.

• Track and enforce activity KPIs and team outcome metrics for every recruiter.

• Enforce the speed-to-lead standard across every inquiry channel.

• Inspect the full-time funnel—inquiry through deposit, domestic and international—weekly at minimum, by program, territory, and recruiter. • Identify conversion stalls early and intervene directly: reassign candidates, escalate outreach, adjust messaging, or change recruiter behavior • Assign territories and travel plans to recruiters; hold them accountable for pre-event outreach, on-site execution, and post-event follow-up within the speed-to-lead standard.

Partnerships • Serve as the recruitment function’s single operational counterpart to Marketing & Communications, Strategic Insights, and other key internal partners.

• Co-own the webinar program: recruitment sets topics, audiences, and follow-up; marcomm provides promotion, production, and brand.

• Specify the handoff from marketing-generated inquiry to recruiter contact, and hold recruiters accountable for their side of it.

• Own the Student Ambassadors program and collaborate with faculty and other key mission-aligned constituencies. • Coordinate with school and university partners on corp

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