Early Career Manager/Campus Recruiter, Senior Associate

Guggenheim Partners Investment Management Holdings; New York (NY); On-site; USD 80,000 - 120,000; Full time

Job summary

Guggenheim Investments seeks a Campus Recruiter & Intern Program Manager to own the firm’s early-career talent pipeline end to end, from first campus contact through internship delivery to full-time conversion. The role combines campus recruiting with post-offer program management, including onboarding, mentorship, evaluation, and conversion decisions, plus oversight of the veteran intern program (VTAP).

Based in New York City, full-time.

Responsibilities

• Deliver the annual intern and analyst classes to headcount, quality, and diversity objectives.
• Be the single person accountable for the early-career experience; interns should know who owns their program.
• Advise sponsors on project design, managing interns, and evaluation, and uphold program standards.
• Build inclusive sourcing and selection into the standard process rather than treating diversity recruiting separately.
• Maintain an alumni and candidate network as a future pipeline source.
• Represent the firm credibly to students, faculty, career services, and veteran transition organizations.

Job description

Position Summary

Guggenheim Investments is seeking a Campus Recruiter & Intern Program Manager to own the firm's early-career talent pipeline end to end, from first campus contact through internship delivery to full-time conversion.

This role has two connected halves. The recruiting half owns campus strategy, school relationships, and full-cycle hiring for intern and analyst classes. The program management half owns what happens after the offer: the internship itself, including onboarding, project quality, mentorship, evaluation, and conversion decisions. It also includes direct operational ownership of the firm's veteran intern program (VTAP). That program serves candidates who come through different sourcing channels, need different onboarding, and define a successful transition differently.

The two halves are combined on purpose. A recruiter who does not own the internship is selling a program they cannot vouch for. A program manager who does not recruit has no relationship with the candidates they are trying to convert. This role is accountable for the whole path and is measured on conversion and retention, not on offers extended. This role will be based in our New York City office, full-time.

Responsibilities

• Deliver the annual intern and analyst classes to the headcount, quality, and diversity objectives set with business leadership.
• Be the single person accountable for the early-career experience. Interns should know who owns their program.
• Advise business sponsors on project design, managing interns, and evaluation, and hold them to program standards.
• Build inclusive sourcing and selection into the standard process instead of running diversity recruiting as a separate track.
• Keep up the network of alumni and candidates who were not converted as a source of future candidates.
• Represent the firm credibly to students, faculty, career services, and veteran transition organizations.

Campus Recruiting Strategy & Execution

• Own the firm's campus strategy: which schools, programs, and student organizations to recruit from, and why. Review each school's return every year based on conversion and retention.
• Build and maintain relationships with career services offices, faculty, student organizations, affinity groups, and veteran services offices.
• Run the full recruiting cycle: information sessions, career fairs, case competitions, coffee chats, first-round and superday interviews, offer delivery, and candidate close.
• Manage the firm's employer brand on campus, including digital presence, collateral, and making sure every employee who represents the firm tells the same story.
• Recruit, train, and coordinate the interviewer and campus ambassador network across business units.

Intern Program Management

• Own the internship program end to end for all cohorts: structure, calendar, curriculum, and experience standards.
• Source intern projects with business sponsors and check their quality. Each project needs a real deliverable and a named owner.
• Design and run intern onboarding to match the enterprise onboarding framework and the 30/60/90 structure owned by the Talent Management function.
• Build and manage the mentorship and buddy structure, including what managers are expected to do and the support they get.
• Own the intern evaluation framework, midpoint and final reviews, and the conversion decision process, including calibration so conversion standards are the same across businesses.
• Measure the program on an ongoing basis: intern feedback, project quality, conversion rate, and how long converted hires stay.

Veteran Intern Program (VTAP)

• Manage the veteran intern program day to day, working with the Head of Talent Management & Culture on strategy and how the program fits across the firm.
• Build sourcing channels separate from traditional campus recruiting military transition programs (SkillBridge and similar), veteran service organizations, veteran-focused university programs, and military-affiliated student groups and internal relationships.
• Translate military experience into fit for the role and train hiring managers to do the same.
• Design onboarding and integration support for the move from military to corporate life, including cohort community and mentor pairing.
• Own the paths from veteran internship to full-time role and track veteran results separately, so the program is measured on placement and retention rather than participation.
• Work with Culture & Inclusion on how the program is presented inside and outside the firm.

Pipeline, Data & Operations

• Own early-career pipeline data: applications, conversion at each stage and by school, offer acceptance, intern-to-full-time conversion, and one- and two-year retention of converted hires.
• Report pipeline health and program results to CPO and business leadership on a set schedule.
• Manage the program budget, campus event spending, and vendor and platform relationships (ATS, campus platforms, assessment tools).
• Keep recruiting practice consistent