Hiring People_ Recruit and Keep the Brightest Stars - Kathy Shwiff [12]
Internships can last from one month to one year, although a semester is average. Some students earn academic credit and some don’t. Some earn a salary and others work for free. Internships at the U.S. Supreme Court, for instance, are non-paid. Some companies offer non-monetary perks, such as housing, free products, time with CEOs, or invitations to special events.
When creating your own internship program, remember that the best internships provide substantive work for the interns, so that they make a contribution even as they’re building their skills. A good internship program should involve interns in day-to-day operations and expose them to different aspects of your company.
Start by asking your employees to come up with a list of jobs that interns could tackle—think of all those projects you’ve been too shorthanded to accomplish. Establish the expectation among your staff that interns will benefit the company and do meaningful work.
Designate one person on your staff to be in charge of the program and to manage the interns. Expect that they will spend three to four hours a week supervising one or two interns, and block out an additional two hours for each additional intern. When deciding how many interns to hire, factor in supervisory time, the amount of work you can assign, and the resources you’ll need. Students may work 15 to 20 hours a week during fall and spring semesters and full-time in summer. Set aside adequate work space with access to computers and other equipment. Be sure to budget funds for recruitment, compensation, and incentives and rewards.
It’s important to treat an intern as more than just the office grunt. Make sure that no more than 25 percent of the intern’s time is spent on duties of a clerical or repetitive nature, such as selling, stock-keeping, telemarketing, or data entry. Some colleges and universities, especially those that offer academic credit for internships, require that employers sign a written agreement outlining measurable learning objectives.
JOB FAIRS
For smaller businesses, local job fairs are often a good source of candidates. They allow you to develop a list of people you might want to consider for internships and full-time jobs, and they have the advantage of letting you match a face to a resume. Cabrillo College offers the following “employer tips” to job fair recruiters:
Make sure to set up your booth or table early, and be prepared with your presentation when the fair opens—the most motivated people are likely to be the first to arrive.
Anticipate problems such as broken video equipment or missing electrical extension cords.
Have brochures to hand out, but remember that people’s impression of your organization will be based on their interaction with you.
Always remain standing to convey a sense of excitement and a warm welcome. Don’t wait for visitors to approach you—have someone with handouts to greet people.
Be assertive and friendly when giving your pitch.
Once you have a visitor’s attention, keep your introduction or demonstration short and simple.
After the fair, respond to all inquiries as soon as you can to reinforce your professional image.
USING RECRUITERS
Finding and evaluating potential employees takes a lot of time and energy, so if you do not have the time yourself, or if your staff is not experienced in all aspects of the hiring process—consider using a professional third-party recruiter or headhunter. Recruiters not only have experience finding qualified candidates for their clients, they are also able to tap into a larger network of job seekers, many of whom they’ve screened previously for other positions.
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Plan B
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EXEMPLARY WORKERS
When hiring, you’d do well to consider the merits of former military personnel. These men and women have technical skills and leadership qualities that are in short supply in the civilian work force. Veterans are especially valued for their character traits,