Dr. Lauren G. Bent
Assistant Dean of Campus Life
and Director of International
For Hire: International Students
Understand international student trends in
U.S. higher education
Identify the benefits of hiring international
students and graduates
Become familiar with basic employment
authorization of international students and
Learn about internationalization initiatives at
Definition of Terms
are seeking a degree or studying abroad at
Merrimack College; AND
were not born in the United States and are not a
U.S. citizen; OR
do not have a green card granting permanent
residency (i.e. resident aliens).
F1 students: seeking a degree at Merrimack
J-1 students: studying abroad at Merrimack
SEVIS: Student Exchange and Visitor
Definition of Terms
Employment is any type of work performed for
services provided in exchange for money, tuition,
fees, books, supplies, room, food or any other
benefit. If a student receives no pay or other
benefit for the work performed, this activity is not
generally defined as employment and may be
considered to be volunteer work. However, a
student may not work without payment for a job
that would otherwise be paid to someone else.
(Retrieved from Babson College)
International Student Trends in U.S.
228,467 new international students studied in U.S.
colleges and universities in the 2011-2012
New international student enrollment- students
enrolling for the first time at a U.S. institution in fall
2011- increased 6.5% over the previous year.
764,495 international students in U.S. colleges-
3.7% of students enrolled in U.S. colleges and
universities are international.
Last year, Merrimack hosted 163 international
students (7.5% of student population)
(Information retrieved from Open Doors (2012) Institute of International Education)
Top 10 Places of Origin
South Korea: 9.5%
Saudi Arabia: 4.5%
Top U.S. States hosting
California: 6.5% increase
New York: 4.5% increase
Texas: 0.2% decrease
Massachusetts: 6.6% increase
Illinois: 6.4% increase
Pennsylvania: 9.5% increase
Florida: 9.6% increase
Ohio: 7.0% increase
Michigan: 3.6% increase
Indiana: 10.4% increase
Benefits of Hiring International
To compete in a global economy, businesses need
International candidates speak the language of
the countries where organizations are doing
business or seeking new opportunities for growth.
Because it can be difficult for employees on a
work visa to change jobs, international employees
are less likely to leave unexpectedly. This lowers
your costs for talent recruitment in the long-term
while also creating loyalty among your employees.
(Retrieved from Dartmouth College)
Benefits of Hiring International
skills to the way
Benefits of Hiring International
International students who want to study and work
in the US or another foreign country have
tremendous adaptability and perseverance. They
are accustomed to managing change after having to
adjust to another part of the world with different
customs and a different way of life.
If an international student has a specialized skill set
or range of global experiences that the employer
desires, he or she may be a better fit for the position
than available US candidates.
International employees make it easier for
companies to attract and retain a diverse workforce.
Employment Authorization for F-1
Curricular Practical Training (CPT)
Must relate to student’s major and the experience must
be part of the program of study. If the experience is not
required, the student must be earning credit for it.
Students must have been enrolled full-time and in good
academic standing for one academic year; graduate
students may begin CPT during their first semester if
their academic program requires this type of
CPT may be either full-time or part-time (less than 20
hours per week); If a student completes 12 months or
more of full-time CPT, he/she is ineligible for OPT,
however part-time CPT will not prohibit students from
Employment Authorization for
F-1 International Students
Optional Practical Training (OPT)
OPT must relate to student’s major or course of
Student may apply for 12 months of OPT at each
education level; 17-month extension is available
for students in STEM majors.
Student must apply for work authorization by
electronically filing a Form I-765, “Application for
Employment Authorization,” with U.S. Citizenship
and Immigration Services (USCIS) and paying a
Employment Authorization for J-
1 International Students*
Academic Training (AT)
Must relate to student’s major and the experience must be
part of the program of study. If the experience is not
required, the student must be earning credit for it.
The maximum period of AT that can be authorized is 18
months, but it cannot be longer than the total length of
student’s program of academic study (i.e. if a student is
enrolled in a 4 month program he/she would be eligible for
a 4 month period of AT).
Ro be eligible, students must be enrolled full-time; be in
good academic standing; obtain a specific offer of
employment that is directly related to their field of study;
and be recommended by an Academic Advisor for specific
Initiatives at Merrimack College
Internationalization Leadership Team: Comprehensive
Goal 1: Ensure the development of international, multicultural, and
multilingual competencies among all constituents of the Merrimack
Goal 2: Increase the number of international students at Merrimack
College while creating a welcoming and supportive infrastructure to
promote their integration, persistence, and success
Goal 3: Increase student participation in meaningful off-campus
and/or study abroad programs in which students are appropriately
challenged and supported through immersion experiences
Goal 4: Develop a sophisticated organizational structure with
comprehensive policies and procedures to manage college-wide
• Welcome Dinner
• Errands (Shopping, cell
phones, bank accounts, etc.)
• SEVIS and Community
• Day trip to Boston
• Academic Orientation for
• Merge into new student
• NEW! First Year Experience
for International Students
International Student Arrival and
Social and Cultural
World Peers student
Thanksgiving Host family
Work/life balances is one of the most significant
drivers of employee retention and a primary reason
this generation of employees may choose a non-
traditional professional career track.
Millennials say that creating a strong cohesive, team-
orienting culture at work and providing opportunities
for interesting work-including assignments around the
world- are important to their work happiness, even
more so than their non-Millennial counterparts.
While the same basic drivers of retention exist in both
Millennials and non-Millennials, their importance
Millennials placing a greater emphasis on being
supported and appreciated.
To foster a greater sense of commitment among
Millennials it will be necessary for organizations to
transform the core dynamics of the workplace.
Take away questions…
Long-term, how will this shape our workforce?
Will their beliefs change over time?
What is an internship?
A carefully monitored work or service experience
with intentional learning goals which actively
reflects learning throughout the experience.
Paid or unpaid
Full or part time
Duration varies but generally 3 to 6 months
Includes learning objectives, reflection and
Why hire interns?
Consider the value of your time and mission of the
Think about projects, short-term tasks and
Consider processes in your company that are
inefficient or in need of modification
Develop a pipeline of future hires
$10 Tasks vs. $100 Tasks
Consider the value of your time
Take a moment to jot down all the “ten dollar tasks” you
perform which could be delegated to a $10/$15 hourly
intern and allow you to focus on $100 tasks.
What are some projects and department needs which
could be met using an industry-specific short term labor
What are those $100 tasks you may need assistance
Value of Interns
Opportunity to gain access to high-quality, highly
Tap into sources of innovation and process
Benefit from a cost-effective and flexible workforce
Freedom for professional staff to pursue more creative
Your image in community is enhanced by contributing
your expertise to an educational enterprise
Getting Started: Internal Assessment
Assess your needs: current and projected
Need help on current project, starting a new project,
expertise in specific field?
Consider strategic allocations of time and labor
Do your research: talk to managers, career centers,
Write a plan of action: be clear about why you are
hiring an intern
Recognize your commitment in serving as host and
mentor to interns
Getting Started: Intern’s Role
Write a job description. Structure position with goals
and timelines to ensure success while developing an
intern’s role and responsibilities:
Work plan should minimize menial tasks
Emphasize experiential learning
Develop soft skills: presentations, interactions with
Identify a supervisor for day-to-day direction, assigning
tasks and professional development
Provide a workspace: desk, telecommunications,
Work with career centers to post opportunities
and develop a relationship.
Align your needs with institutions who have industry-
Establish a contact person at college where recruitment
Choose your interns as carefully as a permanent
Identify rate of pay
Know the legal implications of hiring interns
Inform career centers of internship hires
Managing The Intern
Set proper precedent first week of hire
Provide detailed work plan and deliverables with
associate timelines, identify supervisor and review
Give intern the resources needed to get job done
Provide plenty of feedback and evaluate progress
Students want to know what they are doing well and
recommendations for improvement
Provide a final evaluation of performance
Report a hire to career center
The U.S. Fair Labor Standards Act (FLSA) restricts an
employer’s ability to use unpaid interns but does not limit an
employer’s ability to hire paid interns. Interns do not need
to receive compensation if they qualify as trainees.
DOL criteria for determining trainee status:
Interns cannot replace regular employees
Interns are not guaranteed a job at the end of the
Interns are not entitled to wages during the internship
Interns must receive training, even if it somewhat impedes
the work of your organization
Interns must get hands-on experience with equipment
and processes used in your industry
Interns’ training must primarily benefit the intern, not the
The O’Brien Center :
Your Partner in Success
2nd floor, Sakowich Campus Center
Notes de l'éditeur
Professional and Academic Background: Study Abroad, Resident Director of BC in Madrid, Director of International Programs, Study Abroad Re-entry; Young Alumni Giving
Diversity of International Students/ SEVIS implemented after 9/11
Previous years= 5.7 and 6.5 percent increases.Why do international students want to study in the U.S.? Better education, be more competitive.Merrimack has 163 international students (7.5% international)309,000 undergraduate/ 300,000 graduate/69,566 non-degree seeking
Merrimack top places of origin are China, Saudi Arabia, Venezuela, and Canada (hockey)
Less “brain drain” than 15 years ago.
The question isn’t why bother… it’s why wouldn’t you!In 2009 there were 30.4 million students (ages 18-24) in college.. How will you step up and compete against them?Start now! You don’t have to know what you’ll be doing in four years come graduation, but you need to know what your goals are for each year… Have you decided a major? Do you want to participate in internships? Coops? Involvement on/off campus? And you aren’t sure where to begin… come meet with a career service representative to assist you in finding the resources to get started.
Committee comprised of faculty, students, administrators from across the College/ Survey; Focus Groups; Curriculum Analysis
Why do international students choose to study at Merrimack? Attention, Support, Immersion
Leadership- RA’s/ SGA executive board/ Tutors in the writing and math centers/OL’s. Merrimack faculty and staff reach out and encourage international students to apply. Challenge: getting involved beyond the classroom/academics.
For several years there has been increasing conversation about Millennials in the workplace, how to deal with them, support them, onboard and retain them, and develop them. We’ve heard a lot of things about Millennials – good and bad – about their workplace culture, perceptions and demands of the workplace, etc. Milliennials were born between 1980 and 1995, and are currently under the age of 33.Data for this conversation was taken from the Largest global generational study ever conducted (2011-2012) and it was done by ProcewaterhouseCoopers, published this year. 40,000 participants
Findings both confirm and dispel stereotypes about millennials and provide compelling guidance as to how organizations must adopt their companies to fit the demands of both millennial and non-millennial employees.
71% of Millennials and 63% of non-millennials say their work demands interfere with their personal lives.Millennials value work/life balances, and the majority of them are unwilling to commit to making their work lives an exclusive priority, even with the promise of substantial compensation later on.
64% of Millennials would like to work from home and 66% want a more flexible schedule. Millennials want more flexibility– but the study also revealed that this is also true of non-millennials. Millennials do not believe that productivity should be measured by the number of hours worked at an office, but by the output of the work performed. They view work as a “thing” not a “place”. 15%males and 21% females are willing to give up pay and/or promotion to make it happen.
41% of Millennials want to be rewarded or recognized for their work (compared to 30% non millennials) Millennials place a high priority on workplace culture, emphasizing teamwork, and a sense of community. They also value transparency, input on their work assignments, support of their work assignments, if possible, the opportunity for overseas positions - 37% vs 28% non millennials.
38% of millennials do not expect to work at one place for a long period of time compared to 30% of non-millennials. They have grown up not expecting their organizations to meet all of their needs, including job security, and don’t see themselves working for one organization for their entire careers. Millennials are as equally committed to their work. Millennials have a greater expectation to be supported and appreciated in return for their contributions, and to be a part of a cohesive team. 41% as opposed to Flexibility in where they work and how much they work is also a key driver in Millennial satisfaction. Both millennials and non-millennials (95 vs 96) want face to face communication when discussion career plans and progress.
Job satisfactionCommitmentCreativity and Productivity
Elect to adopt policies that promote greater work/life balance.Examples may be : providing employees greater flexibility in their work locations or schedule without having to execute a more formal flexible work arrangements.
Accelerate the integration of technology into the workplace. To Millennials this is an absolute mustThey expect to have access to the best tools for collaboration and executions.
Take the mystery out of compensation decisions. Create a meaningful rewards structure that regularly acknowledges both large and small contributions made by employees.
Emphasize teamwork, appreciation and support from supervisors.Give honest, real-time feedback, face-to-face.
Leveraging Millennials as contingent workers will provide organizations better control on variable costs. And enable a more flexible, dynamic workforce that is able to scale up or down to meet the changing needs of your organization.
Create innovative ways to keep employees engaged and perform at their best.
Understanding generational differences will help target customized solutions that will promote retention and engage your workforce across all generations and levels.
The good news is that employers anticipate hiring 9.5 percent more 2012 college graduates than they hired in 2011 (National Association of Colleges and Employers, 2012).