Attention Employers!!!

Are you considering hiring on an intern to help move your organization forward during these tough economic times? Mike Figliuolo of thoughtLEADERS, LLC is and he has some important tips for you to consider when you ask yourself, could my company benefit from an intern?

Listen to Mike’s tips below:

Hear from owner Merry Korn about this position:

We are a virtual business process outsourcing firm. Further, we are a social enterprise that taps a workforce of people with challenges to work such as : transitioning veterans, military spouses, mature workers and people with disabilities. Our home based agents can perform any services that can be performed from computer or phone. Included among the range of services we can provide are: a full spectrum of administrative services functions, outbound calls that can range from political surveys, end to end sales, service and product and service promotions

Interested? Look for this internship on Columbusinternships.com!

Hear from owner Mike Figliuolo about this position:

Are you interested in building a rapidly growing professional services firm in an entrepreneurial environment? Would you like to work directly with seasoned executives who will coach and develop you and build skills that will give you a competitive advantage in your career? Then consider working with thoughtLEADERS, LLC as a Business Launch Intern!

Company Background:
thoughtLEADERS, LLC is a leadership development and training consultancy focused on building the skills and capabilities of individuals in leading organizations across the country. Founded 4 years ago by Mike Figliuolo, thoughtLEADERS, LLC has created a distinctive set of service offerings that combine solid business theory with real world, practical experience. thoughtLEADERS’ instructors have led world-class organizations and bring their experience into the classroom. We train individuals on how to lead step-change improvement in their organizations’ performance in three areas:

1. Leadership
2. Innovation
3. Structured & logical thought processes

We do this through a combination of in-classroom training, coaching, and regular provision of new and original content via the thoughtLEADERS blog (http://thoughtleadersllc.blogspot.com). To learn more about our firm, our instructors, and our services, visit http://www.thoughtleadersllc.com.

To ensure success when managing Interns within your respective organizations be sure to adhere to the following which are inspired in large part by Do Interns Take Lunch Breaks Too? Five Mini Case Studies of the Intern Experience…and What Managers Can Learn from It, by Krista M. Reaves:

• Stick to your word with respect to working hours. 
• Be up front and honest with respect dress code expectations. Interns do not have money to waste on unnecessary clothing purchases (e.g. they buy professional attire only to learn that you are a casual environment).
• Ensure that the Intern is provided workspace with other relevant members of the team.
• Ensure that your Interns receive an orientation to your business and office locations. Simple things like where is the bathroom, the break room, etc. may not seem important but they are very important if you don’t know. Also, ensure that your Interns are introduced to other team members, particularly those they will be working with and/or contacting for assistance.

If you are reading much of what the popular press is writing about Generation Y (e.g. the Millennials), their expectations of work and what it takes to manage them effectively you may be left thinking “The heck with this, it’s just too difficult!”.  Who could blame you if you are feeling this way?  In its May 28, 2007 issue, Fortune deemed Generation Y the most high-maintenance, yet potentially most high-performing generation in history.  In addition, in its July 16, 2007 issue, Time described members of Generation Y as wanting the kind of life balance where every minute has meaning, not wanting to be slaves to their jobs the way their Baby Boomer parents are.  (Deborah Gilburg, Management Techniques for Bringing Out the Best in Generation Y) Not unlike the Generations that preceded them, the Millennials definitely possess unique characteristics that make them different and therefore require new and innovative management practices of those organizations looking to attract and retain them.  However, if you listen closely to what is being said, I think you’ll find that a solid foundation in what many might consider to be basic, fundamental HR practices will go a long way in ensuring a satisfying and motivating workplace for your Gen Y employees.

Referencing a short video that is now playing on BNET and that features Lynne Lancaster, noted generational expert, and co-author of the book When Generations Collide, let’s begin to examine what you can do to achieve success in managing Millennials in your organization.  In the video, Lancaster shares that the Millennials will benefit from great clarity related to job expectations and these expectations should be made clear during the recruiting process.  I don’t know about you, but I think most of us expect that during the recruiting process we are offered a clear picture of what is expected of us in the job we are considering.  

Lancaster also shares that early in the employment relationship Millennials should receive quite a bit of guidance with frequent check-ins.  In addition, employers are encouraged to sit down with their Millennial new hires and share with them the culture of the organization, the unwritten / unspoken expectations that are integral in being successful within the organization.  Again, another example of how applying fundamental HR practices can lead to success.  Well grounded new employee on-boarding processes should include a structured method of performance evaluation and review during the new hire’s initial training / review period.  In addition, via an orientation, mentoring relationship or other structured means, every new employee should be introduced to the company, its history, culture and “rules of the game”.

So, what’s really different as it relates to the Millennials and their expectations when compared to the Generations that preceded them?  Could it be the level of acceptance / tolerance they are willing to exhibit if the practices outlined above are absent?  I can remember a time when the practices outlined above were common place and most, if not all organizations leveraged them as part of their standard HR playbook.  I will also share that many organizations abandoned these practices overtime or scaled them back considerably.  Why?  I think it was because their employees were accepting of it, and if they were not accepting of it, they at least tolerated it.  That’s the difference with the Millennials.  They are likely to be far less tolerant.  These practices are not viewed as nice to haves, but as must haves.   For those employers that figure out how to get “back to basics”, they will be well positioned to succeed in their efforts to attract and retain members of Gen Y.  For those that don’t, securing members of their future workforce could prove difficult thus putting them at risk for long-term sustainability.  

To view the entire article, Management Techniques for Bringing Out the Best in Generation Y by Deborah Gilburg, visit:  http://www.cio.com/article/149053/Management_Techniques_for_Bringing_Out_the_Best_in_Generation_Y?page=1&

 To view the entire on-line video featuring Lynne Lancaster, visit: http://www.bnet.com/2422-13950_23-196738.html?tag=content;col1.  This article is authored by Dave Cofer, President / CEO of Cofer Consulting Solutions, a firm specializing in Attracting, Developing and Retaining Young Professionals.  Dave is currently partnering with the Columbus Chamber as an employer outreach resource available to assist employers in their efforts related to Interns.  To contact Dave, please e-mail him at David_Cofer@columbus.org.  To learn more about Cofer Consulting Solutions, please visit on-line at www.coferconsulting.com.