Posts tagged ‘manager’
by internships.com writer
Do you have a vacancy at your company that needs to be filled by a competent, valuable employee? Great! Are you worried about the cost incurred during the recruitment/hiring period? Not great. It’s time to think about another option for finding and hiring the perfect person to fill the empty office—hire an intern.
I don’t mean hire an intern as a permanent solution, rather create an internship that will allow you to vet various candidates, give young people good experience in your industry, get extra (probably much needed) assistance in the office, and choose the perfect employee from a pool of possibilities that you already know. It’s a win-win situation.
A recent survey, conducted jointly by the Employment Management Association and the Society for Human Resources of 636 professionals, produced the following statistics regarding the most common costs included in a Cost Per Hire:
- Advertising and event costs (76%) – Converting an intern to a full-time hire means no expensive job listings in newspapers or journals
- Internet services (63%) – Reduce fees needed for individual job postings
- Third-party agency contract and fees (52%) – Unnecessary cost if hiring from within
- Referral bonus costs (49%) — Reduce staff time spent at job fairs, preparing job ads, resume review, interview time, phone pre-screens. These are just a few of the places your staff will save time and effort by hiring from a current intern pool.
- Signing bonus (37%) — No need to pay a signing bonus if you are converting an intern to a full-time employee. Also, employers report that salaries tend to be lower when hiring a current intern.
- Technology-based hiring management (19%) – The Internet has increased the number of resumes submitted for positions. Reduce the time spent sorting, reviewing and organizing the paperwork by converting an intern to a new hire.
SHRM surveys report that exempt positions are at $6,943 CpH (Cost Per Hire). Non-exempt positions are reported at $2,546 per hire. And CpH for high skills range from $9,777 to $19,219. Overall, it is reported that companies typically spend $10,000 – $50,000 in tangible costs alone to replace and retrain when a single employee leaves the company.
Basically, it’s a large expense for a company of any size—astronomical for a small company, but nothing to ignore even for a larger company. Converting an intern to a new hire is worth it if you are just looking at the numbers, but when reviewing all of the mutually beneficial aspects of the conversion it’s clearly an excellent solution for all involved.
by internships.com writer
Are you committed to having an intern at your company this summer? Consider selecting a junior employee to be the Intern Manager. Be sure to choose an employee who has great people skills and would be a positive mentor to an intern. This move, selecting an Intern Manager is a positive on many levels. It puts a system in place for welcoming and mentoring interns, it frees senior managers for other assignments, and it’s an honor for the junior employee who is selected to take the role of Intern Manager. Below are a few tips:
1. Appoint one junior employee to be in charge of interns as Intern Manager and point of contact and to mentor and monitor intern performance.. The junior employee also increases the intern’s comfort level since the intern will enjoy working with a younger employee closer to his or her own age.
2. Allow your Intern Manager time in his/her schedule to coordinate each intern’s schedule with the appropriate manager. Arrange for the intern to spend a certain amount of time either daily or weekly with the Intern Manager to review progress. Establish a clear chain of command, ensuring that your employees know if they have any concerns about the intern, they can get help from the Intern Manager.
3. Send a broadcast email to your employee distribution list that announces the intern, gives a sentence or two about him/her, and asks staff to extend a warm welcome. On the day that the intern starts, the Intern Manager should take the intern on a tour and introduce the new member to individual staff.
4. Arrange for the Intern Manager to meet with the intern on Day #1 and discuss expectations and outcomes on both sides. Set the intern up to succeed by starting with small projects and graduating to more complicated and lengthy assignments.
by internships.com writer
Use these tips as you are planning for summer interns:
- Survey your company, asking departments if they want interns, what skill sets, and how many interns they need. Some departments find interns useful and others may not.
- Prepare a description of internship duties and email it to the incoming intern (in advance if you can) for review, answering any questions ahead of time to prevent confusion. Make sure the intern has an Intern Packet with appropriate materials before the start date. The Intern Packet should contain company policy information as well as forms to track intern activity.
- Assign interns to areas that may need a full-time employee in the near future, using the internship to “test the waters” with candidates that you might later hire. Be sure to ask employees in those areas for their evaluations on each intern’s performance.
- Ensure that the intern has a desk and proper supplies so he/she can begin productive work immediately. A more senior intern—if available—may want to have a short meeting with the new intern to talk about office procedures or to explain the computer system or any unfamiliar technology systems. Utilize current interns to train incoming interns, reducing staff time with interns and facilitating employees to fulfill work objectives.
- Consider rotating interns to cover areas left vacant as employees take summer vacations. Suggest that the departing employee give the intern an orientation on what to do to reduce the workload on the remaining staff. Although the intern may only be able to perform basic duties, the department will appreciate the additional help.
- Reward an unpaid intern in various ways. If your company has a cafeteria, give the intern a pass that enables him/her to eat for free on working days. Take the intern to a professional meeting as your guest, paying for his/her lunch and introducing him to other professionals. Give a gift certificate at the end of the internship as well as a written letter of recommendation. Current interns may refer future interns to your organization, and you can be sure students share information about their experiences. Make sure everyone wants to intern at your company, so you have a wide selection of excellent applicants.
A few days ago, I had lunch with a friend who works for a well known Fortune 500 organization here in Cincinnati. He’s been successful as a leader over the course of his career, which has included experiences on the international stage. During our discussion, we talked about a number of topics, including my on-going efforts of working with employers to increase their awareness and understanding of Hispanics in the workplace. I also mentioned the efforts I’ve made in sharing my thoughts through Intern Matters, my blog, and other social media platforms. Since my friend has extensive experience working in multicultural settings, I asked him to share his perspectives on successful management techniques in this regard. Ironically, most of his advice didn’t involve developing policies or guidelines; they focused on basic and personal efforts a manager can follow. Below are some principles he proposed and has employed:
1) Successful Managers Learn about Culture: Successful managers make a concerted effort to understand and learn about their employees’ culture. By understanding their culture, managers can use more effective motivational strategies and supervisory techniques. This process can just range from simply asking the employee questions to doing some basic research on theInternet. From his experience, my friend noted this minor investment of time can provide major returns.
2) Successful Managers Help Build a Culture of Inclusion: My friend described how he organized lunches or dinners, and invited employees of different cultural backgrounds to informally discuss their experiences. While this suggestion might not always be practical, the main idea is that effective managers are proactive in helping employees become more comfortable in their work environments by providing opportunities to have constructive informal dialogues.
3) Successful Managers Support Social Activities: Just showing up to a social event sponsored by an affinity group goes a long way in developing trust and camaraderie with employees. My friend would make every effort to at least drop in to demonstrate his support for a given event. In most cases, he’d stay longer than he thought!
4) Successful Managers Get Involved in the Community: Effective managers show a genuine concern for the Hispanic community by getting involved. Whether it’s getting involved in a reading program or becoming a mentor, managers that demonstrate their willingness to improve the educational and professional efforts of other Hispanics build a stronger bond with their employees.
A few weeks ago, I had the opportunity to visit and present to a Latino student organization down the road from Cincinnati at Northern Kentucky University. Before my presentation, I spent quite a long time talking with many of the students asking them about their backgrounds and experiences, respective majors and classroom work, and expected plans after graduation. I also shared everything about my background, and how it mirrored many of their experiences. By the time I was introduced to speak, I had already established an initial relationship with most of the students in attendance. And even though I didn’t get a chance to meet everyone before the presentation, I could sense that the rapport I had developed with some in the group had already helped me generate credibility before speaking one word. This illustrative process highlights the special emphasis Hispanics put on relationship-building prior to engaging in business or developing professional relationships. It’s based on the cultural idea that individuals are valued more than material belongings and is known as personalismo.
Personalismo can be described as the partiality for close personal relationships. The concept of personalismo is not so much an observed behavior but rather a perception Hispanics have about other individuals. For example, personalismo can be seen in others if they’re perceived to be well-meaning, objective, caring, and respectful. To Hispanics, even a stranger can be seen as having personalismo if he or she exhibits these qualities. In a work environment, supervisors demonstrating high character and moral standards, for example, are able to build stronger levels of trust among Hispanics. A supervisor that is seen as unbiased, fair, and objective with all employees is perceived to possess high levels of personalismo. While Hispanic interns might behave very formal during initial meetings, recognize they’re probably already monitoring for these genuine cultural elements in their supervisors or managers. Once this trust or personalismo is established, it will help Hispanic interns build a strong personal bond with their team or department.
Personalismo essentially serves as a foundation for other cultural values that are important to Hispanics. Without establishing that genuine relationship, a supervisor might find it more challenging to manage or direct a Hispanic intern. So supervisors should take some time to get to know their new interns. Ask about their background, experiences, and future plans. Invite interns to share what they are hoping to accomplish during their internships and what support they’ll need in order to do so. Of course, don’t fail to appreciate the role of culture to the intern’s overall aspirations. A genuine effort to recognize their cultural perspective will go a long way toward showing you have their best interest at heart.