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via Deep Sea News : When is an internship not an internship?

An interesting discussion is playing out on NOAA Coral List regarding how we define “internships.” This got started after the Roatan Institute for Marine Science (RIMS) advertised their 4-week, $3000 (travel not included), summer “internship.” That sparked a lot push back from Coral Listers who complained (and I agree) that something a student PAYS for is NOT an internship, but a course.

I never had the opportunity for unpaid internships as a student, as I always needed to secure workstudy plus other part-time jobs in order to pay for my bills. And I’ve had many conversations with friends about how jobs that ask for or reward unpaid internship experience are predisposed to penalize marginalized students, POC, or students on lower socioeconomic scales.

The Coral List debate has resulted in one scientist proposing a set of guidelines for what constitutes an internship:

An internship is:

1. paid or unpaid depending on offer and agreed upon prior to the beginning of the internship

2. should cover “daily” transportation

3. The employer should cover cost of food while the intern is working

4. the intern should not replace the role of paid employee

5. should be educational to the intern

6. can yield college credit

7. The role of the intern, should not be in any way shape or form a method for the employer to benefit monetarily. (In the case that the issu brought up, it is apparent the cost that interns pay allows the program to function at the level it does. Without monetary input from interns, the program would not exist.)

8. The possibility for the intern to be hired at the end of the internship period should be offered depending on employer judgment. It should be a possibility, not a guarantee.

9: IF there is a cost for intern to travel and live in the selected region, that cost is up to the intern to cover. The employer should have NO hand in that matter besides suggestions.

10: Housing, completely separate from employer unless they offer to pay for it as a form of payment for the internship

11: medical coverage? (I have no idea. Would like some input from those who lead programs of this type)

12: racial, religious, ethnic and sexual discrimination are in no way tolerated and subject to legal action if it is deemed there is a bias.

I’m curious what you think: Does your organization/institution have guidelines for how you define “internship?” Does this list adequately capture the definition of “internship?”

via Hunt Scanlon : Millennials choose career over ‘being boss’

The vast majority of Millennials see ongoing skills development as an important part of their future careers. They would pay for it personally and give up their own time to do it. But there are varying degrees of desire, capability and commitment to learning. Expert recruiter Smooch Reynolds takes us inside the current state of Millennial thinking.

Instead of climbing corporate ladders, Millennials are focused on learning technical and personal skills to ensure long-term career security as they seek to build a ‘career for me,’ according to a report released by ManpowerGroup.

Just 17 percent of American Millennials rank aspiring to leadership roles as a top career priority. This figure includes: managing others (four percent), getting to the top of an organization (four percent) and owning my own company (nine percent). All three ranked at the bottom of American Millennials’ list of career priorities in almost all 19 countries in the global research except Mexico, where their entrepreneurial drive put “owning my own company” at the top of the list (31 percent).

Learnability

As technological innovation changes the way work gets done, career success is increasingly determined by a person’s learnability — the desire and ability to quickly grow and adapt one’s skill set to remain employable throughout their working life. According to the report, employers need to recognize and reward learnability and they need to nurture it to avoid losing out or lacking critical skills in their workforce.

The vast majority of Millennials — 93 percent — see ongoing skills development as an important part of their future careers. They would pay for it personally and give up their own time to do it. Only seven percent of Millennials have no interest in training. There are, however, varying degrees of desire, capability and commitment to learning. Higher learnability correlates strongly with career success — being more educated, better prepared for employment and higher paid. What’s more, people with high learnability tend to continue learning, so the benefits grow over time.

Continuous Learning Path

“Millennials learn quickly and seek out intellectual stimulation. As a result, they view roles as a steppingstone because they want to be on a continuous learning path,” said DHR International global investor relations and communications group leader Smooch S. Reynolds, who has been an IR and communications functional search expert for more than two decades. “Millennials have unknowingly adopted the buzz that’s becoming what I describe as a ‘corporate athlete’ at a much younger stage in their careers than most, which is actually to the advantage of their employers.”

Two thirds of this generation are optimistic about their immediate job prospects. Sixty two percent are confident that if they lost their main source of income ‪tomorrow they could find equally good or better work within three months. Overall, Millennials in Mexico, China, Switzerland and Germany are the most positive, while those in Japan, Greece and Italy are the least positive — a reflection of economic, political and cultural factors in these countries. The majority of Millennials globally see a promising future and successful careers ahead.

Career Waves vs. Career Ladder

Most Millennials know they’ll work longer than the generations before them. Globally, over half expect to work past age 65. Twenty seven percent expect to work over the age of 70, and 12 percent say they will likely work until the day they die. In Japan, that figure is more than a third. Still, a significant number remain optimistic that they will retire before 65. Only time will tell if this minority are the realists, optimists or just downright naïve.

“Millennials are still in the formative years of their careers, so I think they’re wise to building their portfolios still,” said Ms. Reynolds. “They come hard-wired with innate intellectual curiosity, which definitely allows them to learn in real-time at a faster rate.”

Contrary to the lazy label, the data tell a different story. Millennials are working as hard, if not harder, than other generations. Seventy three percent report working more than 40 hours a week, and nearly a quarter work over 50 hours. Indian Millennials claim the longest working week and Australians the shortest – on average 52 and 41 hours a week, respectively. Twenty six percent globally are working two or more paid jobs.

Millennials expect to work harder and longer than previous generations, so they already anticipate more variety and more times when they will take their foot off the gas. Eighty four percent foresee significant breaks along the way, reinforcing that ‘career waves’ are replacing the ‘career ladder’ of earlier generations.

The reasons for these breaks are revealing. Women plan to take more time out to care for others – for children, older relatives, partners and even to volunteer. Men have different priorities. This does not bode well for hopes of gender parity, with both parents holding the baby. Where Millennials are more equal is in caring for themselves. Both genders aim to prioritize “me-me-me time” and leisure-related breaks. Regardless of gender, four in 10 Millennials are planning to take significant breaks for relaxation, travel or vacations. Taking time off to support a partner in their job ranks close to last place for both, reinforcing the trend towards dual-income households.

Job Security Redefined

Millennials prioritize three things when choosing where and how they work: money, security and time off. They want to be rewarded for their effort, feel secure in their employment and still have the freedom to stop and refuel once in a while. They also value working with great people and enjoying the time they spend on the job, together with the opportunity to work flexibly and develop new skills as priorities.

Job security is critical for Millennials, but they define it differently. They are not the job hoppers some would have us believe. Given the chance, they will move on and move up, but more often than not they expect to advance with the same employer. Like the traditionalists before them, they want the security of full-time work to ensure they can maintain their standard of living.

Rather than one long job for life, Millennials understand the need for continuous skills development to remain employable. Ninety three percent want lifelong learning and are willing to spend their own time and / or money on further training. Four out of five say the opportunity to learn new skills is a top factor when considering a new job, and 22 percent intend to take an extended break from work to gain new skills and qualifications. This Millennial mindset sees individual jobs as stepping stones to self-improvement, rather than a final destination. Millennials have redefined job security as career security — it’s the journey not the job.

“Employers need to understand how Millennials view themselves,” said Ms. Reynolds, who estimated that she’s added more than $300 billion in valuation to client organizations through her IRO search work in the last 15 years. “One of the most powerful factors in any individual’s ability to be successful is their own self-perception, no matter what level of experience they have. Providing Millennials with a wide path of opportunities is critical. A key to Millennials’ success is their comfort and interest in diving into new roles, new content and new experiences.”

All the World Is a Gig, Not Really

Millennials want new opportunities with their current employer not the next — 63 percent intend to stay with their current employer for the next few years or longer. However, when asked what the “right” amount of time is to stay in a single role before being promoted or moving to another, about two thirds said less than two years and a quarter said less than 12 months — confirming their appetite for new challenges and portfolio-style jobs.

Recognition and affirmation are important. Half of Millennials would consider leaving their current job due to a lack of appreciation. Once they start to look elsewhere other issues like pay, benefits and lack of opportunities also become significant. Employers can nip this in the bud by offering more frequent, face-to-face feedback. Maintaining a high touch approach and finding new channels that encourage recognition and sharing from managers and peers is a low-cost, effective way to engage people in their roles.

Gig work might dominate the media, but almost three quarters of working Millennials are in full-time jobs. Even in the U.S., where alternative forms of employment — like Uber and TaskRabbit — emerge faster than anywhere, only three percent of Millennials work in the gig economy.

Millennials are happy to disrupt and be disrupted however. Though they favor full-time work, over half say they are open to non-traditional forms of employment in the future — freelance, gig work or portfolio careers with multiple jobs. Self-employment is also a tempting future option. Their comfort with disruption and openness to new ways of working may put pressure on employers to adopt more of the flexibility and varied work offered by alternative employment models.

Attracting, Retaining and Developing Millennial Workers

Here are some suggested ways to work with Millennials, and to keep them interested, satisfied and a more long lasting part of your talent base:

  • Demonstrate that staying with the company can lead to career enhancement. Share examples of people who’ve progressed through training and on the-job learning in your organization. Appeal to the Millennial aspiration to be more employable over the long term.
  • Create opportunities for Millennials to work on different projects with different teams to build experience and networks across the organization. Satisfy their appetite for new opportunities without them having to go elsewhere. Highlight the value of progression and not just promotion to build a portfolio of skills and experiences.
  • Check in with Millennials regularly about their career path and development. Rather than annual reviews, focus on near term objectives and implement plans to achieve them. Use these conversations to connect how their work today will enhance their career prospects and longer term employability.
  • Maintain a high-touch approach and offer frequent, face-to-face feedback, and yes, affirmation. Find new channels that encourage recognition and sharing from managers and peers. It doesn’t cost anything and is an effective way to engage people in their roles.
  • Anticipate breaks for personal reasons and know these go beyond traditional births, honeymoons and even caring for relatives. Recognize that lengthy careers mean time to re-tool and refuel are essential. Ride the career waves and make breaks an acceptable part of company culture. Be clear what flexibility you can offer and help people re-enter the workforce when they return.
  • Millennials tend to prefer full-time work, but many are also open to alternatives like part-time, freelance or portfolio work. Adopt some of the attractive aspects of these models—greater flexibility in where, when and how people work and a greater variety of projects — to better engage and retain Millennial workers.

“Millennials want employment security and are pursuing a ‘career for me’ to get it. They see traditional managerial paths as less appealing than learning technical and personal skills,” said Mara Swan, executive vice president, global strategy and talent at ManpowerGroup. “Loyalty is a two way street. To cultivate the next generation of leaders, employers need to show Millennials how taking on managerial roles aligns with their long-term career goals and will help make them more employable in the future.”

via Supply Chain Management Review : Lack of supply chain talent—or lack of talent management?

Young people who go into supply chain and manufacturing jobs complain that employers demand creativity during the hiring process, yet have no tolerance for new ideas in the workplace.

My university has a new and relatively small degree program, but just in the past three years a dozen of our graduates who landed jobs in Fortune 100 companies—several listed on Gartner’s Top 25 Supply Chains—have made the same complaint: companies use their reputation to hire over-qualified workers into low-skill jobs. Likely this isn’t purposeful deception—hiring supervisors are simply demanding to get the best—yet it’s no wonder that young people going through a lengthy hiring process that hypes up the need for well-educated go-getters feel disenchanted when they land in a clerk’s position.

It’s important to remember that millennials have different job needs than previous generations. They want to be engaged and they have to feel a kinship with the corporate message and vision in order for them to be happy and fully productive.

Talent shortages are about to become a serious concern and the biggest shortfalls are in key supply chain areas like engineers and machinists, IT, factory jobs, truck drivers, and skilled trades—and shortages are likely to become worse in the current immigration climate. America’s talent market suffers partly because our country is pricing labor out of the marketplace, with healthcare costs alone increasing 50-percent in the past two years.

On the other hand, there’s evidence that companies show little commitment to developing and rewarding needed skills, and companies hire top-notch graduates in order to avoid having to deal with people problems later, which shows that there’s likely insufficient training and support as personnel move into supervisory positions.

There’s no excuse for companies misleading job applicants, and it’s tantamount to a breach of contract to promise excellent career tracks and then refuse to commit to developing that talent.

My concern is how the current environment disproportionately disincentivizes our best and brightest students. Labor still makes up the most expensive resource in most supply chains, yet it often is taken for granted.

Next time you ask, “Why aren’t more people interested in supply chain careers?” look first at your talent development strategy—if you have one.

via BDaily : Plan for promotion or risk career suicide

All ambitious professionals will have their eye on advancement, but being too hasty to walk into a promotion can cause serious harm to a career.

Securing a step up the corporate ladder without the risk of falling off is like any major business project. It requires asking the right questions, meticulous planning and clear communication to all stakeholders if it is going to succeed.

Dean Williams, an award-winning executive coach and member of the highly prestigious Forbes Coaches Council, has conducted nearly 2,000 coaching sessions with high-flying executives over the last decade. He has helped many professionals achieve that coveted senior-level promotion and is now helping them thrive in their new role.

In his new book, Thrive: How To Achieve And Sustain High-level Career Success, Dean outlines a tried-and-tested roadmap to sustainable promotion that features a formula and science (his patented ‘Career Annulus’) for achieving optimum performance at a senior level.

Here he introduces some core areas of his Career Annulus, shares his experience and insight of what makes a professional thrive in a new role and, equally, highlights the pitfalls to avoid when advancing your career.

ARE YOU READY TO ADVANCE?

Firstly, a little bit of honesty is required. If you’re ambitious, that’s great, but what makes you feel you are ready for a more senior role? It is likely that the new role will come with increased demands and expectations so you need to be already achieving excellence in your current role before thinking about going to the next level. You need to demonstrate consistent excellence in terms of nailing your objectives and smashing your key performance indicators.

If you are not, what makes you think you are ready for the step up right now? Ambition alone is not enough if you are to sustain and thrive in the more senior position. Being purely CV hungry and mistiming your next move could, in fact, be career suicide!

When you move into a more senior role you are being watched more than ever from day one. People are also listening to your every word. It’s like being in a goldfish bowl and having a megaphone amplify your voice. You’ve got to genuinely be ready to step up, both in capability and mindset.

COMMUNICATE YOUR AMBITION

Having assessed your readiness, it’s time to tell others about your aspiration.

Clearly, this is about communicating with senior stakeholders but be warned: communicating your ambition with a key stakeholder carries an explicit expectation from them that you will demonstrate competencies and behaviours above those of your current role.

You will likely be offered more senior-level exposure (perhaps a senior project); you will probably hear developmental feedback from seniors (which definitely carries an expectation you will change); your results will be scrutinised and objectives added to. Not reasons to dampen your ambition, but definitely reasons to be ready. Don’t make the mistake of falling at the first hurdle!

PLAN FOR YOUR PROMOTION

In the eyes of senior stakeholders, and those making decisions on your future, the final call can be largely about assessing the risk of your promotion. Are you an obvious choice? Can you enter into the role seamlessly and make a positive impact quickly? In terms of your leadership, will others follow you? And fundamentally, assuming you are delivering excellence in your current role, who replaces you? If you’re that good, some would say ‘why lose you from that role?’.

Your succession planning is KEY to managing the potential risk of your own career advancement. Start to identify the quality within your team and nurture it alongside their level of ambition. Don’t not have a solution for your replacement!

In summary, Setting and readying yourself for success is of critical importance if you are to enjoy and sustain a thriving career. There are no real short-cuts to sustainable advancement.

via Irish Times : Why businesses must focus on employee engagement

Organisations are spending hundreds of millions of dollars on employee engagement programmes, yet their scores on engagement surveys remain abysmally low. How is that possible?

Because most initiatives amount to an adrenaline shot. A perk is introduced to boost scores, but over time the effect wears off and scores go back down. Another perk is introduced, and scores go back up – and then they fall again. The more this cycle repeats itself, the more it feels like manipulation. People begin to recognise the short-term fixes for what they are.

When organisations make real gains, it’s because they’re thinking longer term. They’re going beyond what engagement scores are telling them to do in the moment and redesigning employee experience, creating a place where people want, not just need, to work each day.

But what does that mean, and what does it look like?

Business leaders

To understand this, I interviewed 150 psychologists, economists and business leaders around the world. The executives included heads of human resources, innovation, information and technology, and diversity. They represented a range of industries and sectors like tech, manufacturing, retail, professional services, education, start-ups and others.

Based on those conversations, I identified three environments that matter most to employees: cultural, technological and physical. Next, we developed survey questions to determine how organisations are faring in each area.

After analysing more than 250 organisations, drawing on the Fortune 100 and various “best workplaces” lists, I found that over half the companies were rated poorly by their employees in at least one of the three areas, and 20 per cent got very low scores across the board.

Although 23 per cent were making strides in all three areas, just 6 per cent were investing heavily in all three – and those “experiential organisations” (Adobe, Accenture, Facebook, Microsoft and others) saw performance gains.

When I interviewed business leaders at the top-scoring organisations, they told me their investments in the three employee experience environments had led not only to happier employees but also to larger talent pipelines and greater profitability and productivity.

Compelling evidence

Some of the most compelling evidence lay in the financial data. I wasn’t able to find every single metric for every single company, but the results were still striking. Compared with other companies, the experiential organisations had more than four times the average profit and more than two times the average revenue.

They were also almost 25 per cent smaller, which suggests higher levels of productivity and innovation.

Looking at the data, it’s clear that there is a significant return to organisations that focus on employee experience over the long term, not just engagement in the here and now.

The important thing is to shift your attention away from those fickle engagement numbers and focus on how people experience your organisation day by day. This means moving away from putting people into outdated workplaces and redesigning workplaces and practices around your employees.

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