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

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

The New Mexico Department of Workforce Solutions (NMDWS) received an individual State Labor Market Information Improvement Grant, in the amount of $1,250,000, to gather information on employers and opportunities in New Mexico in four key sectors:
* Renewable Energy;
* Green Clean Manufacturing;
* Energy Efficiency; and
* Research, Development, and Administration.

Research is being conducted by the Arrowhead Center at New Mexico State University. ER&A will conduct an educational inventory with the assistance of the New Mexico Public Education and Higher Education Departments. Ultimately, survey results and data will be provided to job seekers, educational institutions, business communities, and state agencies to help guide the State Energy Sector Partnership and Training grant efforts. (see below)
Another goal of the grant is development of the Mobile Green Jobs Workforce Center (MGJWC), whereby job seekers will have access to new computer workstations, software, and online services resulting from the Grant research utilizing this new resource. The MGJWC will be more responsive to the targeted population needs by making resources available to job seekers in all areas and communities with the most need, such as the state’s rural population, isolated Native American tribal areas, and other underserved communities. The MGJWC can also serve as a training center to promote workforce information and other topics at mass layoff rapid response locations around the state. All the data collected and outlined under this Grant will provide essential information to help stimulate the growth of New Mexico’s new green economy and help fill the job market void left by recent business contractions and closures.

State Energy Sector Partnership Program
The goal is to establish a statewide approach to job seeker training in renewable energy/energy efficiency occupations in solar, wind, green building/energy efficiency and biofuels.  These are identified as sectors active in the State with a potential for job opportunities in the future.  The oversight council, a subcommitte of the State Workforce Board will work to identify industry needs and job opportunities to make sure that training matches with the sector needs.
To be eligible for training candidates must be over 18 and 1) have a Social Security number, 2) have the right to work in the U.S., and 3) comply with Selective Service registration requirements (for males)
AND
Be included in one or more of the following groups:
1. An incumbent (currently employed) worker in need of skills upgrades for a solar, wind, biofuels, green building/energy efficiency green job;
2. A displaced (currently unemployed) worker ;
3. A woman;
4. A veteran or qualified spouses of a veteran;
5. A high school dropout; and/or
6. meet low-income eligibility guidelines.
To apply for this program complete the SESP training pre-application, available at the project website, www.greenjobs.state.nm.us,  and take it to your local Workforce Connection Center. Your nearest Workforce Connection Center can be found by visiting http://www.dws.state.nm.us/dws-offices.html.

Tags: industry news, job seeker, retraining, technical jobs

The National Labor Relations Board is entering new territory as workers across the country file complaints because they were fired over Facebook indiscretions.  Although the Board has taken up the cases of a number of workers, others have been told they have no one to blame but themselves.
There are few guidelines in place.  General Counsel for the  NLRB is currently drafting a report outlining certain Facebook scenarios and how the board has acted on the complaints.
According to an article in the online Huffington Post August 2, the NLRB has been inundated with worker complaints, and has been handling them on a case-by-case basis.  Employers, meantime, need some idea of what the guidelines will be for dealing with this issue.
Two cases in point:  a Walmart worker who referred to his manager using a rude Spanish term for a female  on the social networking site after they fought over store displays, and a frustrated Illinois bartender who took to Facebook to complain that he hoped the “redneck” patrons choked on glass as they drove home drunk. 
The latter worker was canned, and the former admonished for their respective outbursts.  When they appealed to the National Labor Relations Board, the board declined to intervene, saying the punishments were legitimate.
In another case where an employee criticized her boss on Facebook (categorizing him as a psychiatric case), the firing was based on a company policy forbidding employees to criticize the company online.  The NLRB held that this policy was too broad and took up the employee’s complaint.  The argument was that the posting was no different than gossiping around the water cooler – what we used to do in the old days!
A spokesperson for the NLRB had some advice for employers.  “You can’t stick your head in the sand and tell your  workers to abstain”.  We  know that won’t happen, so work with your leadership to come up with some reasonable guidelines.  The NLRB should be releasing its report on Facebook cases in the next few weeks, so stay tuned.  Such an interesting world!

Tags: industry news, performance management, social network

Of course, because mobile computing devices,(smart phones, etc) are so popular now, companies are looking at the ability to offer training on these devices.  It is projected that by the end of the year over 50% of phones sold will be smart phones.  A whole new frontier for organizational learning!

SO – is it a good idea?  The Society For Human Resource Management (SHRM) July publication reviews a study by the American Society for Training and Development that recommends piloting mobile learning programs to find out what works.  They suggest rolling out the programs incrementally and take advantage of the mobile device features that enhance learning,.
So far the ASTD survey finds that 15% of the 1546 organizations responding to their survey use mobile learning.  Interestingly, those organizations that were using mobile learning found a high correlation between that factor and better performance – specifically in market performance and effective instructional design.  

 
Another 41% of organizations surveyed said they were considering developing mobile learning programs in their institutions.  Michael Green, research manager for ASTD cautions that this is no replacement for traditional formal learning, but augments that venue by making relevant content easily accessible to employees, and by providing real-time learning.

Recommendations for mobile learning initiatives from the report:
- Try to remain “agnostic”, as developing mobile applications and then having to provide devices represent big upfront costs.
- Don’t focus only on the importance for training.  Realize the other benefits, to help manage a workforce and improve productivity in the organization.
- Remember it’s OK to wait and see.  This market is still fragmented, so maybe being a beta test organization isn’t right for you.
- Take small bites – try one or two applications as a start.
- Utilize the unique capabilities of this type of device – otherwise you might as well stick with webcasts or internet-based products.
Good luck!

Tags: change management, effective learning, performance management