Hiring interns for an organization can be extremely beneficial for both the employer and the intern.  Some large organizations that have lots of hiring opportunities have special departments dedicated to promoting their internship programs and providing selection and orientation support for same.  A special report done thru the Society for Human Resource Management outlines opportunities and pitfalls in managing an internship program of any size. 
The pros:
-  Employers are able to hire interns at a lower salary for the cost of giving training.  Interns usually work for a short time without benefits. 
- These interns are then a great resource for potential hires.  Not only are they familiar with the work, but the employer has much better knowledge of the intern’s skills and work ethic – much more than can be gained through the basic interview. 
- The employer gains brand recognition and the appreciation of the community for providing these opportunities to inexperienced workers.  The internship program can also be a key component of the company’s diversity efforts.
- Interns also benefit.  They can gain a real-world view of a particular industry or job before they devote considerable effort to qualify for the positions.
- In the present economy, this can be an extended job interview, giving the intern the opportunity to demonstrate their abilities.

The other side: 
- Be careful not to discriminate against older workers when looking for interns.  The perception is that these jobs go to young graduates, but there are many older workers wanting new skills.
- Interns sometimes perceive that they are not subject to employer’s policies even if they sign the appropriate documents.  Similarly supervisors may think the same way.  Abuses of internships by both parties can lead to legal claims and end up being more of a hassle than the program is worth.  The key, of course is clear direction and careful management by the supervisor, with the help of the Human Resource group.
- Foreign workers on a visa do take internship jobs, and so the visa requirements need to be carefully managed as well. 

Companies need to set clear goals for their internship programs and make certain they are reaching them.  The primary reason a company has this program is to have access to a pool of possible hires.  If the company can’t identify good candidates in this pool, then it isn’t being managed correctly.  If the company isn’t able to add new employees, the time spent on training may not be worth it, even though it contributes to the business community overall.

Each company has its own special needs, and decisions about internships need to fit these needs.

Tags: internships, job seeker, recruiting

Both hiring executives and new employees have a fear of failing when adding staff to the company.  As a result, recruiters have tried to come up with ways to screen for success.  These range from holding extensive interviews to putting applicants through rigorous testing processes.  Yet there are still mis-matches and thus frustration on both sides of the hiring equation.
At Technology Ventures Corporation one of our continuing education topics is on the subject of recruiting the right talent.  We talk about things to watch out for, and things to ask a prospective hire, as well as what types of screening are available.  However, we haven’t been able to find the magic bullet!
An article in a Canadian HR publication (hrreporter.com – Oct 211) interviewed Canadian CFOs on the top factors leading to a failed hire.  They were asked what, aside from poor performance, was the most likely factor in a poor hiring match.
The list, from highest to lowest choices were;  mismatched skill set, unclear performance expectations, personality conflicts, and failure to fit into the corporate culture.  The CEO of Robert Half International stated (as we all know) that companies can’t afford hiring mistakes as they are costly and erode company morale.  Finding the right hire for the company takes time, and even the busiest manager needs to make time for the process.
Therein lies the secret.  The hiring process needs to be given the same importance as the monthly financial review.  The biggest mistake a company can make (and the Robert Half Agency mentions this also) is to use a canned or cobbled together job description.  Companies need to review the position each time they fill it, as needs always change over time, and the people doing the hiring need to be very clear about what is required to do the job. 
As part of the position description, the company needs to take into account the candidates work style.  Employers often neglect to take into account talents such as leadership and communications skills needed in the job.  A mismatch here can make for disaster.
The art of the interview is SO important in the process.  Anyone can look good on paper, but conversations with the applicants can allow you to assess not only their skill set, but also their personal skills, such as being able to clearly express ideas (and listen to yours!).
Finally – don’t let the good one get away.  Even in these economic times  highly skilled applicants will get more than one offer.  Make sure you sell your organization and the opportunities involved, and offer a compensation package that is competitive in the market.
Use all the resources you can to help make the final evaluation – and as always, good luck!

Tags: candidates, hiring process, Hiring Trends, recruiting

Entrepreneurs are unique individuals with (usually) visionary ideas they are trying to develop into a real business or product.  Many articles have been written about the personality that is the entrepreneur, including that they are loners and intensely focused, somewhat socially inept, stay up late…all not typical of the successful leader.  In reality, the entrepreneur had to be able to bring people together and get them to buy into the vision.  He/she has to be a great marketer, financially astute, and have well developed interpersonal communications skills.  Being a great networker is vital to success.

One of the most difficult tasks, other than actually getting a product to market, or at least funded, is pulling together the individuals (with the skills needed) to move the vision forward.  The team that comes together to work on the project needs to work collaboratively and yet the individual member needs to exert influence in their field of expertise.  These team members also have to be flexible and not afraid of risk.

A major decision for the entrepreneur is whether to add a co-founder.  An article on the blog site www.onstartups.com discusses why you want a co-founder and how to choose one.  The article “Choosing a Minimally Viable Co-founder” by Dharmesh Shaw, first outlines the reason for one.  It can be summed up in the African proverb:  “If you want to go quickly, go alone. If you want to go far, go together.”   Having someone to share the ups and downs, to bounce ideas off of, and to help get things done, is valuable in the startup world.   So, the author writes, while you are on your quest, keep a sharp eye out for the awesome candidate that can help you “go far”. 

The article provides some key guidelines to help you in this search.  They are ideas such as: you have to be able to trust them, they have to be brilliant at building or selling, they commit to the company and not just the current idea, they are likeable, and they do stuff (not just think about it).  Also important as characteristics are whether they crank and grind (as hard as you do) and they are reasonable and rational. 

The purpose of the list, and the caution of the article, is to not waste time looking for “perfect” but recognize someone with great skills that line up with your goals.  One issue that comes up with co-founders is the same issue that comes up when entrepreneurs go looking for funding -  that you have to give up some control.  The end result is the key in both cases, having a successful startup that creates wealth, and that you get your share.

Tags: candidates, entrepreneurs, Executive jobs, hiring talent

Because employers are at an advantage in the current job market, some leaders develop a superior attitude, implying that the employee is lucky to have a job (somewhat true but not nice to say).  Others recognize that even with lots of job seekers out there, keeping their star employees is even more important because of the hiring and training costs involved in adding staff.

Those employers that appreciate happy productive employees are more likely to say things like “thanks, good job” or let me know if you need help” or even “why don’t you take the rest of the day off – you’ve worked hard to complete this project”.  Their employees are also more productive overall (See my previous blog on paying for performance).

A column in Bloomberg Businessweek, by Liz Ryan (10/4/2011) gives some great examples of what “bad bosses” say and how it negatively affects the company.  One I’ve already alluded to- “If you don’t want this job, I’ll find someone who does”.  These bosses love to remind employees that it’s all about the money, and that “You work for me”.  In actual fact money is not as important in a professional relationship as feeling like the employee makes an important contribution. 

Another (and we’ve all heard it) is “I don’t pay you to think”.  In my experience, those bosses felt threatened by anyone with a good idea, or they were stuck in old ways and didn’t want to make an effort to change.  Any employee with a brain is going to look for a new job asap.

How about “I’ll take it under advisement”?  Much like Mom or Dad saying “We’ll see”, and not a very positive response.  It usually means the boss doesn’t value your input enough to make an effort.

“Bring me solutions – not problems” can be perceived in two ways.  During the “re-engineering” craze in the ‘80s this was a catchphrase for the movement.  It should be empowering to the employees , as those closest to the problem usually can find better solutions.  It has also been misinterpreted as “don’t complain – just deal with it”, not nearly as positive an attitude.  It is also possible, that in the complicated business environment we live in now, the solution is a much more complicated one, and needs a manager’s involvement. 

“Who gave you permission” is such an antiquated attitude, but does still prevail.  Any organization has rules and guidelines for the workplace and the business, but when employees want to stick their collective necks out and try new ideas, there should be support and advice available from management – rather than roadblocks.  Companies that can respond quickly to new opportunities or crises don’t use that phrase.

Others – “sounds like a personal problem to me”, “drop everything and do this NOW”, and “everyone here feels the same way” can be belittling and create a negative work environment to those having to hear these comments.  So, whether you are just leading a meeting, or leading a department, think before opening your mouth “how would this sound if a boss said it to me”?  Thinking before speaking is always a good idea!

Tags: change management, employee morale, employment issues

In every company that hires foreign workers, there is usually a person that serves as the immigration contact and signatory for the company.  IF you are offered that position, beware!  It can be very time consuming and it is important to manage the contact info in a timely manner.  In an article in the Society for Human Resource Management (SHRM) news 9/1/2011 the author provides some guidance on three common issues facing the contact person.

Worker Location – Knowing where the foreign worker is physically working is important.  Many managers are not aware that foreign national workers in the U.S. may be geographically restricted to a particular location based on the attestations made by the company in the initial visa petition.  The US Citizenship and Immigration Services Department is responsible for confirming that workers are indeed at the location cited in the visa.  Recently the Department has stepped up the number of onsite visits to H-1 and L-1 employers to ensure that visa holders are indeed working where they are supposed to be.  They also check to verify that the foreign worker is in a position that requires the skills and education that they possess. 
For example, an H-1B temporary worker visa is issued for a foreign national who possesses at the minimum a bachelor’s degree or equivalent and who has taken a position in the US that requires the bachelor’s degree.  The L visas are either L-1A, an intra-company transfer visa for a manager or executive, or an L-1B visa for a person with specialized knowledge.  Again, the USCIS will verify that the person with the visa is actually meeting the L visa specifications. 
One duty, therefore, of the contact person managing this program is that they work closely with the supervisors writing the request to assure that there are no discrepancies between the attestations on the petition and the actual position being filled.

Records Maintenance – There are specific requirements for maintaining files for foreign workers, as there are for any other employee.  In particular, there is a time to purge employee documents as it relates to H-1B employees.  This is in part to ensure that the company is not held liable for possible past transgressions. 
Companies hiring an H-1B nonimmigrant must file a Labor Condition Application (LCA) with the Department of Labor, attesting as to the nature of the position and wages to be paid.  This report then becomes part of the Public Access File which has to be maintained throughout the foreign national’s employment and kept for one year following the expiration of the application or separation with the employee.  If the employee is terminated or resigns prior to expiration of the LCA, the employer has to notify DOL and the USCIS of that fact.  Failure to notify can result in the company being responsible for back pay. 

Inadvertent Exports- Currently companies filing a Form I-129, specifically used for several categories of nonimmigrant workers have to certify the company’s  compliance with US Department of Commerce and US Department of State “deemed export” regulations. 
“Deemed Export” rules relate to the release of a controlled technology to a foreign national.  Employers must certify whether or not the technology that foreign workers have access to has sensitive military, trade or national security applications, and if so to follow the appropriate licensing process.  The requirement may relate to the produce itself or to the “destination” country, as the foreign worker is seen as a representative of that home country.  If the worker is from an embargoed nation or those accused of harboring terrorists, restrictions as to technology access are at the highest level.
So..carefully read the controlled technologies list.  Keep careful records if you are the immigration contact person, and periodically get updates from supervisors concerning the foreign national worker’s status.  See why you might want to pass this opportunity on to someone else? 
Finally, your employment attorney should be involved in and apprised of any documentation and reporting, just to make sure.  Good luck!

Tags: employment issues, For Employers