MANAGER GUIDE UNIVERSITY INTERNS

Transcription

1 MANAGER GUIDE

2 HOW TO BEGIN In University Services, there are three different types of student intern programs, each with a different focus: A Marketing Intern, Wellness/Nutrition Intern, and Sustainability Intern. The need at your account and the size will determine if you need one intern or several. To determine if an intern is the right choice for your account, ask yourself the following questions: Can you commit time to develop a student, promote the out of the classroom learning environment, and offer insight into your organization? Can you benefit from the latest technology, perspectives, and relevant skills being used in our schools? Do you want to increase student participation and outreach? Do you want to increase satisfaction? Can you benefit by collaboration on campus initiatives? If you answered yes to all of these questions then you are ready to support an intern! HIRING AN INTERN Determine the best time to hire an intern using the table below. INTERN START DATE Summer: Starting May/June Fall: Starting August/September Spring: Starting January/February RECRUITING TIME FRAME March May June August November January COMPENSATION * Internships may be paid an hourly wage not less than minimum wage. (suggested range $8.00 to $15.00, the national average is $8.50) Internships may also be compensated with a Meal Plan scholarship. (Meals, Flex/ DCB or a combination of both). Internships may be un-paid, however they must meet the criteria as outlined by the U.S. Department of Labor ( The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment: The internship experience is for the benefit of the intern 4 The intern does not displace regular employees, but works under close supervision of existing staff *Canada accounts should contact their human resources department to validate compensation.

3 1. The employer that provides the training derives no immediate advantage from the activities of the intern; and on occasion its operations may actually be impeded 2. The intern is not necessarily entitled to a job at the conclusion of the internship 3. The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship POINTS TO CONSIDER Hiring Intern for the semester or the academic year Some University/Colleges don t recognize internships unless they are paid (prevalent in business colleges) Most interns seek out internships in order to develop their own career goals. Internships for credit generally require students to be employed a minimum of 200 hours for an approved three semester credit hour internship. In some cases, federal/state requirements require a minimum of 6 semester hours of credit with student employed for a minimum of 350 hours in an approved six semester hours of credit internship Interns schedules should be approximately 10 to 15 hours per week except during exams SUPERVISING AN INTERN An intern must have a designated site supervisor who is responsible for providing orientation, and supervision. This should be someone who will be available to the student on a regular basis, and who possesses expertise in the area in which the intern will work. When choosing a supervisor, it is important to choose someone who is interested in working with college students; has the time to invest in the internship, especially during the first few weeks; and possesses qualities such as leadership, strong communication skills, and patience. In addition to having an on-site supervisor, the marketing team will assist in supervising the intern; the marketing team will offer training, resources and guidance for the intern. Because an internship is defined as a learning experience, proper supervision of the intern is essential. The supervisor serves as a teacher, mentor, critic, and boss. Ongoing supervision of the student intern is the key to the success of the internship. This is especially true for students who do not have extensive work experience. 4

4 1. Determine schools requirements for internships. Contact the internship office, campus career services, and/or business department. What are their requirements for credit/non credit internships? What are their requirements for paid/non paid internships? Is there a grade point average minimum for interns? What are the employers requirements for intern follow-up/reporting? 2. Post and advertise for interns based on campus requirements. (advertisements included) 3. Advertise with Career Services and the Intern Office/Coordinator as wells as in the discipline specific areas: Business Department,,Environmental/ Sustainability Department, environmental student organizations, Dietetics and Nutrition Department, and Athletic Training. 4. Look for candidates that are: enthusiastic, able to work independently, reliable, trustworthy, can handle multiple projects, and are involved/ connected on campus. 5. For more information on how to get started and assistance with hiring an intern, please contact your Senior Marketing Manager. 6. Hire the intern following the Sodexo and Campus hiring procedures. Use job code UO Sodexo Intern. 7. Register all interns: f/92699/1d78/ By registering your intern, you and the intern will be included in national calls for training and updates on new initiatives. 8. Have a designated work space for the intern with needed office supplies and access to a computer. 9. Introduce the Marketing Intern to all the managers, Sodexo team members and appropriate campus stakeholders Unit contact to meet weekly or bi-weekly with the intern to review progress and projects; the Senior Marketing Manager or member of the marketing team to meet bi-weekly or monthly, either in person or via phone to review progress and projects.

5 Acknowledging and identifying the different expectations between the workplace and school can help interns make a successful transition to the world of work. An effective method of intern supervision is to have a set time (weekly is recommended) to meet with the intern to review progress on projects, touch base, and provide feedback. Some supervisors do this over lunch; others choose a more formal setting. Job description and duties are detailed in the Intern Training Guides. TRAINING Training is as important as supervision. Following a training program that will give the intern a clear understanding of what is expected, and include information about the duties that will be supervised and evaluated. Refer to the Marketing Intern Guide. Mentors help guide students though their experience. This may mean allowing or encouraging the student to participate in events that may not normally be open to entry-level professionals, such as certain staff meetings, client consultations, or other workrelated events. Even though these events may not be directly tied to the intern s specific job duties, they will help provide a broad overview of your business or organization. A mentoring relationship is valuable for both the intern and the professional. The intern has the opportunity to consider his or her experience. The mentor can pass on a wealth of experience and knowledge, and benefits from a fresh viewpoint and new ways of thinking. EVALUATIONS Evaluation is important to an intern s development and is an opportunity to identify strengths and weaknesses. It is helpful if supervisors evaluate throughout the entire internship, not just at the end. The evaluation should be planned as a learning experience and an opportunity for two-sided feedback. Regularly scheduled evaluations help avoid common problems with internships, including miscommunication, misunderstanding of job roles, and lack of specific goals and objectives. You may find it helpful to schedule a preliminary evaluation early in the internship (in the second or third week). This will help you understand whether the intern s orientation and training was sufficient or if there are specific areas in which the intern has questions or needs further training.

6 INTERNSHIP COMPLETION At the end of the internship, the intern supervisor will: Provide the student with a letter of recommendation (sample included) Complete college/university evaluation to assess the intern s progress and skill development (if applicable). Evaluate the overall internship experience. This feedback is not only essential for making necessary program improvements, but also for recognizing those departments that provide outstanding learning opportunities. INTERN CHECKLIST (ONCE HIRED) Complete all necessary forms needed for new employee (use job code UO Sodexo Intern) Complete necessary form for intern program (register intern at: Request a Sodexo for your intern (optional.) There is a small monthly charge for this, however it will allow the intern access to utilize resources on Sodexonet as well. Launch?OpenForm Orientate intern with the unit/department STRUCTURE Introductions to staff Inform intern of staff meetings, work-related events, etc. Give intern the tools to do the job: desk, access to a computer, chair, Sodexo etc. TOUR Where do they go for help or if there is a problem. Calling in sick, location of time clock etc.

7 SUPERVISION Determine how often you will meet with the intern (recommend weekly or bi-weekly) Encourage good work habits from the intern (make clear expectations) Continue to identify training needs DISCUSS THE FOLLOWING WITH YOUR INTERN: What will the specific duties/responsibilities of the intern be (reference intern guide)? Who is the designated campus supervisor to work iwork in conjunction with Marketing Support to oversee and assign the student intern s work. How will you provide the intern with regular feedback, guidance and support? What training will the intern receive (reference intern guide)? How (and when) will the intern be evaluated (based on university/college requirement)? Where the intern will work and what resources they will have (desk, access to a computer, Sodexo , SodexoNet, etc.)? Frequency on reporting hours worked, or location of time clock and how to use it, if appropriate. What will the intern need to do if they will be absent from work or if they are sick who do they need to notify, how and when? DURING THE REGULAR STUDENT/SUPERVISOR MEETINGS, AS WELL AS WITH THE MID AND FINAL EVALUATIONS, YOU SHOULD DISCUSS WITH THE INTERN: How well they are meeting the goals/responsibilities How they are doing developing professional skills related to the field Areas they need to improve on Suggestions for ways to improve (further training, specific courses, etc.) Overall performance Other issues that may need to be addressed EVALUATIONS Evaluations are an essential part of any internship. An evaluation helps the intern to acknowledge work strengths and areas for improvement. For supervisors, evaluations are helpful in evaluating the internship as well as identifying areas where there could be improvement or modification.

8 Mid/Final internship evaluations (sample included) Reviewed between student/supervisor Two-sided feedback Evaluations will be used to collect data on internship program & identify areas for improvement. A formalized evaluation may be required by the college/ university if the student is receiving academic credit. BEFORE STUDENT LEAVES Before the internship is complete there are a few things you will need to go over with your intern: Write a letter of recommendation (example included) Finish any evaluations required Make sure the intern returns any department property Have intern leave contact information (if you think they may be someone you would want to contact about upcoming positions) Say Thank You