When AT&T set out to address key workforce challenges, the company’s retail stores found fresh solutions from an unexpected source: 10 motivated college students in Pennsylvania.
These students, from East Stroudsburg University (ESU), participated in the U.S. Chamber of Commerce Foundation’s Employer Provided Innovation Challenges (EPIC) program—an innovative workforce development initiative that pairs student teams with businesses to solve real-world problems while helping them build practical skills and credentials.
An EPIC Match
Elizabeth Bolden, executive director of the Pennsylvania Chamber of Commerce Foundation, saw the program as a natural extension of her role as a connector. “I was looking for opportunities to test new strategies to expand student access to work experience,” she says. “More than half of the students who want internships can’t secure one, so we needed new approaches.”
Through EPIC, which uses the collaboration platform Riipen, students and employers can share resources, track progress, and ultimately present their findings at a national conference in Washington, D.C.
To launch the Pennsylvania pilot, Bolden contacted two key partners. First was ESU College of Business and Management Dean Sylvester Williams, who has been focused on creating innovative, “shelf-ready” projects—shorter than traditional internships but still designed to reinforce classroom learning and deliver real-world outcomes.
“I see EPIC as part of a larger effort to bring meaningful work-based learning to students,” Williams explains. “Because the timeframe is compressed, students feel a real urgency to perform. It pushes them to rise to another level.”
The corporate collaborator was AT&T. Bolden knew the company was grappling with a common challenge: attracting and retaining Generation Z employees in its retail stores. She reached out to David Kerr, president of external affairs for AT&T Pennsylvania, who agreed to pilot the program. Kyle Mundis, AT&T’s lead HR partner in the Mid-Atlantic region, served as liaison to the student teams.
Students as Consultants
Two cohorts of five ESU students—one business-focused, the other interdisciplinary—were tasked with helping AT&T strengthen its recruitment and retention of Gen Z employees (born 1997–2012). Over eight weeks, the students conducted store visits, surveys, and market research, analyzing AT&T’s recruiting practices, onboarding process, benefits, and marketing strategies.
Their final recommendations centered on one principle: meet Gen Z where they are. Suggestions included:
- Using social media ambassadors and influencers to share authentic employee stories.
- Creating podcasts and short-form videos to highlight benefits and culture.
- Showcasing unique perks—such as pet health insurance, tuition reimbursement, and massage services—that resonate with younger workers.
- Connecting recruiting efforts with AT&T’s philanthropic and community engagement work, aligning with Gen Z’s preference for purpose-driven employers.
- Expanding outreach beyond traditional job boards and career fairs to reach diverse talent pools.
Solutions from Varied Perspectives
The two student groups took distinct approaches. The business team emphasized market, financial, and competitor analysis, while the interdisciplinary team explored social and cultural dimensions of work. Together, they offered AT&T a well-rounded picture of how to appeal to Gen Z talent.
“They approached it with honesty and energy,” Kerr says. “Their varied perspectives helped us think about both the business side and the cultural side of workforce engagement.” AT&T is now reviewing the recommendations to assess which can be implemented.
A Win-Win Experience
Even if not every idea is adopted, the program delivered significant value. AT&T gained fresh insights and actionable recommendations, while students experienced the unique challenge of acting as consultants rather than interns.
Bolden sees programs like EPIC as a critical part of workforce development. “We have to keep evolving to meet both employer needs and the expectations of new generations of workers,” she says. “EPIC won’t solve every challenge on its own, but as part of a broader strategy, it can help us make real progress.”
