Original Date: March 25, 2019
My HR career started with an internship as an undergraduate student at Elmira College and a local organization, Kennedy Valve Manufacturing, typical HR duties, with opportunities to sit in on grievance and arbitration meetings. Almost 13-years later, this challenging internship provided me opportunities, which laid the foundation for my career.
Structured and project driven internships provide students great opportunities to obtain real world experience, that will make a difference as they grow into their careers. Employers can bring interns in at a relatively inexpensive cost to the organization (or free) and have readily available access to a pool of applicants for potential hire after they graduate. Collaborating with local colleges can also improve community relationships. Set the tone as an organization and look for opportunities to hire and grow your internship programs. It does make a difference to future employment opportunities for younger workers.
Internship Benefits to Interns:
- “Interns can gain a real-world view inside a particular industry or job before they devote significant time and money to qualify themselves for such positions. This may help them eliminate wasteful “false starts” in their educational and career choices.
- Interns can gain realistic expectations about workplace demands and rewards.
- By acquiring organizational knowledge, an intern can be at a competitive advantage over job applicants without internship experience.
- Similarly, an internship can be viewed as an expanded job interview; the intern has ample opportunity to display his or her best attributes to a potential employer over an extended period. The typical job applicant, on the other hand, may have only two or three hours of time with the organization before the hiring decision is made.
- Even if an internship does not blossom into a regular position with the organization, the intern will enlarge his or her network of contacts in the working world and will probably be able to add a few names to his or her list as references when applying for positions elsewhere.”[i]
- Pipeline of talent. Internships can provide any organizations with a pipeline of talent to grow and develop inside the organization. Treat interns as you would want to be treated in an internship or as an intern. Yes, we do have filing and other administrative work that needs to be completed. However, this should not be the only task assigned to an intern during their time with our organizations. Make this a memorable experience and provide significant feedback on performance.
The goals of an internship program should follow the SMARTER paradigm. The goals should be:
- Specific, clear and understandable.
- Measurable, verifiable and results-oriented.
- Relevant to the mission.
- Time-bound with a schedule and milestones.
- If you want to add true value add ER to SMART(ER); Evaluate & Revisit
- “The extent to which the intern and the employer clearly understand that there is no expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee—and vice versa.
- The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions.
- The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit.
- The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar.
- The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning.
- The extent to which the intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern.
- The extent to which the intern and the employer understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship.”[ii]
Massachusetts Paid Family Medical Leave:
“Beginning in 2021, most Massachusetts employees will be eligible, per benefit year, for to up to 26 total weeks, in the aggregate, of paid family and medical leave. Covered individuals are eligible for up to 12 weeks of family leave in a benefit year to care for a family member with a serious health condition or bond with a new child, and up to 20 weeks of paid leave to address their own serious health condition…The program will be funded by a new payroll tax at the initial rate of 0.63 percent, which goes into effect beginning July 1, 2019. Benefit amounts will be determined based on a percentage of the employee’s weekly income, up to a maximum of $850 per week, with the maximum benefit adjusted periodically, and with the department administering the benefit program.”[iii] Continue to watch for changes and updates to this upcoming law.
EEO-1 Pay-Data Reporting Decision Due from EEOC
“The Equal Employment Opportunity Commission and the Office of Management and Budget have until April 3 to tell employers if companies will have to report pay information by race, ethnicity and sex in this year’s EEO-1 reports, a federal district court ruled March 19.”[iv]
[iii] Barclay Damon Email 3/18/2019
[iv] SHRM Email