Association Executive - September/October 2007 - (Page 7)

fully engaged effort to manage interns most effectively. 4 Crucial Elements for Success The elements most critical to facilitate program success are: 1. Designate the right program manager; 2. Establish a program plan with deﬁned expectations; 3. Recruit the right students for your organization; and 4. Inventory the work for the interns to complete. Start by making someone accountable for all aspects of the internship program. This person should be fully qualified to supervise students and be innately motivated to do his/her best for the organization and interns alike. It is important to empower program managers with the time and resources to manage the program well. A common misconception is that organizations and individuals do not have the time to run an internship program. Generally, the amount of time interns contribute yields far more than the staff time expended. Naturally, the time commitment varies based on many factors, but staff time typically involves three to four hours per week for one to two interns and one hour more for each additional intern. Program planning and goal setting should involve taking a comprehensive work inventory well ahead of time. This inventory will frame your association’s specific needs about how many interns to have and the skills they should possess, which will then guide your recruiting strategy, budget, and resource requirements. Given that each semester lasts about 12 to 15 weeks, with breaks in between, self-contained projects that have specific outcomes that can be achieved in that amount of time work best. If your organization seems limited because it does not have enough work space or technology tools, one option is make your internship program vir- tual. Students already have their own phones, laptops, and desks. A virtual program allows the program manager to meet with interns once or twice a week to review assignments, delegate new ones, and provide training. The students can then seek guidance as needed and complete the work on their own, meeting set deadlines and expectations. This type of program is very natural for students because it is much like taking a class. It also affords them more flexibility to complete work, which is appealing to those with busy schedules. Of course, at the heart of your program’s success is the quality and compatibility of the interns you recruit. There are a few aspects about recruitment that are worthy of attention. You should recruit students with the same standards and diligence as you do fulltime employees, especially if hiring them upon graduation is an ultimate goal of the program. You may also want to gauge whether your industry is among those in which internships are becoming increasingly important as a staffing strategy. and accounting advisors to make fully informed decisions. Pay can vary by industry, company, intern qualifications and year, geography, the nature of the work performed, and by personal preference. That said, a general range of $12 to $15 (+/- $5) per hour is typical, with the higher end being more common in more technical fields. Organizations can research pay rates to ensure competitiveness by surveying interns and prospects on an ongoing basis to keep pace with what is appropriate. Lead By Example Having a well-managed internship program can add a new dimension to your association’s leadership role. If you or any of your members hire college graduates or simply need added personnel, then it is likely there would be great benefit from having student interns. As an association and leader, consider the opportunity to create and be a model of success for your members and industry or profession. Organizations that have or want to establish a related student organization or chapters may particularly benefit from this leadership role. Internship programs also offer you the chance to be the advocate, the visionary, and the champion. Go one step further: Create a placement program for student interns. Go further, and establish a formal mentoring program so interns can have mentors to coach them independently of their manager. Go further, and develop a training curriculum for your industry or profession. Take the opportunity to prepare your industry’s future employees (and members) to be more capable and valuable for when they enter the workforce. The possibilities to make a meaningful difference are practically boundless. Matthew Zinman is the president of Z University (ZU), an organization he established to close the gap between school and work. ZU develops proprietary resources for businesses to provide hands-on experience and career training to students, post-graduates, and volunteers. He can be reached through www.zuniversity.org or 877-982-4769. SEPTEMBER/OCTOBER 2007 AS SOC I A TI ON E X E C U TI V E Legal and Compensation Considerations Among the most common questions is whether and how organizations need to pay interns, as well as the issues surrounding the legalities of their employment. There is no short answer. The U.S. Fair Labor Standards Act (FLSA) is a good reference. It severely restricts an employer’s ability to use unpaid interns or trainees. It does not limit an employer’s ability to hire paid interns. In addition, state laws may apply and vary. Equal Employment Opportunity laws apply to the hiring of interns. Those that source interns through a formal co-op placement program are typically required to compensate students and afford them all the rights and protection as full-time employees. It is also often necessary to cover interns under a workers’ compensation policy. This information can only be a general guide. Be sure to consult with your legal 7 http://www.zuniversity.org

Table of Contents Feed for the Digital Edition of Association Executive - September/October 2007

Contents From the CEO The Executive's Role in Internship Programs 12 Weeks to Sink or Swim Book Beat Inside NYSAE Winning the War for Talent The Not-for-Profit Edge: Recruiting & Retaining Generation X Burnout Busters: 10 Ways to Cope When Work Gets Overwhelming Meeting in Atlantic City Save the Dates Index of Advertisers

Association Executive - September/October 2007

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