Internships: How can each party benefit?
9 August 2012
Read by 2588 persons
Companies should view choosing an intern as a real recruitment process in order to build a good CV database. For the intern, the supervisor and colleagues can be helpful in their job search.
The presence of interns has become commonplace in companies. A majority of them, at least the most structured ones, have implemented a precise process for recruiting interns while leaving each department to organize itself, as is the case with Crédit Agricole. "CVs and other unsolicited applications are received at the HR department. After selection, interns are assigned to different departments, services and agencies which organize themselves according to their schedule to welcome them," explains Meriem Idrissi Kaitouni, Human Capital Director of the group.
For students and other internship candidates, it is not always easy to find companies of this kind. Internships are still far from being an integral part of a human resources policy, even if agreements are starting to multiply between schools and companies. Some receive students just to return a favor or because they are recruited by a company executive. The result is that the person can spend one to two months and learn nothing.
In France, for example, the law has put in place some provisions concerning internships, even if the intern does not have the status of an employee. The internship is part of an educational project and only makes sense in relation to this project. It facilitates the transition from the world of higher education to that of the company. This is what is generally sought everywhere.
This is why, by opting for partnership agreements, companies are assured that their interns are first and foremost well supervised within their schools.
This is how, in banks for example, there is no predetermined period for internships. They welcome interns throughout the year, even if most candidates apply for the summer. In this recruitment logic, priority is given to long internships. A majority of companies offer assignments lasting more than three months on average. This average is close to the internship durations imposed or offered by schools.
In any case, each party must benefit from the experience. In short, an internship is not a routine action intended to be helpful. Once accepted within the company, the intern must therefore be managed with great professionalism.
First, the mission to be entrusted to the candidate must be set in advance. Otherwise, they may give up and not return in the following days without even warning. Similarly, integration must be carried out progressively. If the intern develops good aptitude, they can be given a more serious mission. But can you entrust them with everything? "If they take initiatives, they must be constantly supported as long as they can contribute to their mission. The more they access information, the better they do their best," assures the HR department of Crédit Agricole. However, strategic information must be provided strictly according to the need and by raising the person's awareness of its importance.
In short, you need to know how to supervise them. This mission falls to the supervisor or hierarchical superior concerned, who must arouse the interest of the young candidate. Does the mission fulfill the objectives you are looking for? Do you see your task differently? Do you want to try other tasks? These are the kinds of questions that should be asked regularly to measure the level of motivation. "Receiving feedback from them in particular considerably improves the work," he adds.
Finally, at the end of the internship, you should think about compensation or at least reimburse expenses and other costs incurred by the intern. If they are informed in advance, they will be more motivated and will apply themselves more. Through this same process, you can also be more demanding towards them. On the other hand, this gesture can be very profitable if you are dealing with a good profile. When the time comes to look for a job, the company will very likely be favored if they have a good memory of it.
The intern must not share confidential information about the company
With regard to the intern, human resources consultants are unanimous: a good intern is one who is noticed, by their enthusiasm, their initiative, their politeness and their sense of organization.
In short, it is important to leave a good impression, of oneself and of one's school. Good relationships with one's supervisor sometimes lead to valuable letters of recommendation. Integrating means first respecting the company's rules. The intern must therefore comply with working hours, the dress code and other practices. They must also behave well in their work environment with each member of the team: from the director to the courier. Finally, it goes without saying that the intern must not share confidential information about the company where they are doing their internship. If the supervisor does not give specific assignments, the intern can request them, talk to colleagues, offer a helping hand on a particular file according to their skills. In short: avoid being the "ghost intern".
For Laura Kakon, Commercial and Marketing Director of the International University of Casablanca, "succeeding in an internship means when the student manages to handle the projects they have been asked to deal with, being efficient. It is also when the internship allows the candidate to reveal themselves within the company and above all to learn and demonstrate their sense of responsibility and commitment".
Internship: The arrival of an intern, it needs to be prepared
To optimize the chances of success from the start and encourage the commitment of a new intern, it is necessary to proceed in stages.
Mobilize resources
First step, even before your new employee arrives, put in place the necessary resources: telephone line, workstation, office, computer, internet connection... This step seems trivial, but it can happen that everything is not ready, which creates a bad impression on the intern and constitutes a waste of time for the company.
Announce their arrival
Properly integrating a new employee means first announcing their presence in the company, but also externally. Inform the team of their arrival, their position and their function, so that they are not caught off guard.
Define their field of intervention
Then, it is important to define the territory of your newcomer and to make them understand the profit they will derive from it. You will discuss the richness of the position and function, their mission and their role in the company. Finally, you will set objectives over a certain horizon (a week or two, a month or more, depending on their internship duration).
Mobilize them
There is no point in welcoming an intern well if you have not planned the first tasks that fall to them. Of course, you have to give them time to acclimatize, to learn about the various sources of information in the company, productions and reports, procedures... But a substantial task allows them to be actively integrated into the company.
Ensure follow-up
Initially, you must be available in case they have questions, encounter problems. Do not hesitate to tell them "my door is always open", knowing that the team members are also there. After a week, have a debriefing, in particular to assess the situation of your intern (what works or not), or even to correct their course.
Brahim Habriche.
Lavieeco.com
Published on June 20, 2012.
Posted online on August 9, 2012.
The presence of interns has become commonplace in companies. A majority of them, at least the most structured ones, have implemented a precise process for recruiting interns while leaving each department to organize itself, as is the case with Crédit Agricole. "CVs and other unsolicited applications are received at the HR department. After selection, interns are assigned to different departments, services and agencies which organize themselves according to their schedule to welcome them," explains Meriem Idrissi Kaitouni, Human Capital Director of the group.
For students and other internship candidates, it is not always easy to find companies of this kind. Internships are still far from being an integral part of a human resources policy, even if agreements are starting to multiply between schools and companies. Some receive students just to return a favor or because they are recruited by a company executive. The result is that the person can spend one to two months and learn nothing.
In France, for example, the law has put in place some provisions concerning internships, even if the intern does not have the status of an employee. The internship is part of an educational project and only makes sense in relation to this project. It facilitates the transition from the world of higher education to that of the company. This is what is generally sought everywhere.
This is why, by opting for partnership agreements, companies are assured that their interns are first and foremost well supervised within their schools.
This is how, in banks for example, there is no predetermined period for internships. They welcome interns throughout the year, even if most candidates apply for the summer. In this recruitment logic, priority is given to long internships. A majority of companies offer assignments lasting more than three months on average. This average is close to the internship durations imposed or offered by schools.
In any case, each party must benefit from the experience. In short, an internship is not a routine action intended to be helpful. Once accepted within the company, the intern must therefore be managed with great professionalism.
First, the mission to be entrusted to the candidate must be set in advance. Otherwise, they may give up and not return in the following days without even warning. Similarly, integration must be carried out progressively. If the intern develops good aptitude, they can be given a more serious mission. But can you entrust them with everything? "If they take initiatives, they must be constantly supported as long as they can contribute to their mission. The more they access information, the better they do their best," assures the HR department of Crédit Agricole. However, strategic information must be provided strictly according to the need and by raising the person's awareness of its importance.
In short, you need to know how to supervise them. This mission falls to the supervisor or hierarchical superior concerned, who must arouse the interest of the young candidate. Does the mission fulfill the objectives you are looking for? Do you see your task differently? Do you want to try other tasks? These are the kinds of questions that should be asked regularly to measure the level of motivation. "Receiving feedback from them in particular considerably improves the work," he adds.
Finally, at the end of the internship, you should think about compensation or at least reimburse expenses and other costs incurred by the intern. If they are informed in advance, they will be more motivated and will apply themselves more. Through this same process, you can also be more demanding towards them. On the other hand, this gesture can be very profitable if you are dealing with a good profile. When the time comes to look for a job, the company will very likely be favored if they have a good memory of it.
The intern must not share confidential information about the company
With regard to the intern, human resources consultants are unanimous: a good intern is one who is noticed, by their enthusiasm, their initiative, their politeness and their sense of organization.
In short, it is important to leave a good impression, of oneself and of one's school. Good relationships with one's supervisor sometimes lead to valuable letters of recommendation. Integrating means first respecting the company's rules. The intern must therefore comply with working hours, the dress code and other practices. They must also behave well in their work environment with each member of the team: from the director to the courier. Finally, it goes without saying that the intern must not share confidential information about the company where they are doing their internship. If the supervisor does not give specific assignments, the intern can request them, talk to colleagues, offer a helping hand on a particular file according to their skills. In short: avoid being the "ghost intern".
For Laura Kakon, Commercial and Marketing Director of the International University of Casablanca, "succeeding in an internship means when the student manages to handle the projects they have been asked to deal with, being efficient. It is also when the internship allows the candidate to reveal themselves within the company and above all to learn and demonstrate their sense of responsibility and commitment".
Internship: The arrival of an intern, it needs to be prepared
To optimize the chances of success from the start and encourage the commitment of a new intern, it is necessary to proceed in stages.
Mobilize resources
First step, even before your new employee arrives, put in place the necessary resources: telephone line, workstation, office, computer, internet connection... This step seems trivial, but it can happen that everything is not ready, which creates a bad impression on the intern and constitutes a waste of time for the company.
Announce their arrival
Properly integrating a new employee means first announcing their presence in the company, but also externally. Inform the team of their arrival, their position and their function, so that they are not caught off guard.
Define their field of intervention
Then, it is important to define the territory of your newcomer and to make them understand the profit they will derive from it. You will discuss the richness of the position and function, their mission and their role in the company. Finally, you will set objectives over a certain horizon (a week or two, a month or more, depending on their internship duration).
Mobilize them
There is no point in welcoming an intern well if you have not planned the first tasks that fall to them. Of course, you have to give them time to acclimatize, to learn about the various sources of information in the company, productions and reports, procedures... But a substantial task allows them to be actively integrated into the company.
Ensure follow-up
Initially, you must be available in case they have questions, encounter problems. Do not hesitate to tell them "my door is always open", knowing that the team members are also there. After a week, have a debriefing, in particular to assess the situation of your intern (what works or not), or even to correct their course.
Brahim Habriche.
Lavieeco.com
Published on June 20, 2012.
Posted online on August 9, 2012.
