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O'Brien Center Employer Relations Day August 8, 2013

  1. Welcome
  2. Overview
  3. Dr. Lauren G. Bent Assistant Dean of Campus Life and Director of International Programs For Hire: International Students
  4. Learning Outcomes  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 graduates  Learn about internationalization initiatives at Merrimack College
  5. Definition of Terms  International Students:  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 College  J-1 students: studying abroad at Merrimack College.  SEVIS: Student Exchange and Visitor
  6. 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)
  7. International Student Trends in U.S. Higher Education  228,467 new international students studied in U.S. colleges and universities in the 2011-2012 academic year.  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)
  8. Top 10 Places of Origin  China: 25.4%  India: 13.1%  South Korea: 9.5%  Saudi Arabia: 4.5%  Canada: 3.5%  Taiwan: 3.0%  Japan: 2.6%  Vietnam:2.0%  Mexico: 1.8%  Turkey: 1.6%
  9. Top U.S. States hosting international students  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
  10. Benefits of Hiring International Students To compete in a global economy, businesses need global talent.  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)
  11. Benefits of Hiring International Students  They bring valuable new perspectives and problem-solving skills to the way companies do business.
  12. Benefits of Hiring International Students  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.
  13. Employment Authorization for F-1 International Students 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 experience.  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
  14. Employment Authorization for F-1 International Students Optional Practical Training (OPT)  OPT must relate to student’s major or course of study.  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 filing fee.
  15. 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 training
  16. Initiatives at Merrimack College Internationalization Leadership Team: Comprehensive Internationalization  Goal 1: Ensure the development of international, multicultural, and multilingual competencies among all constituents of the Merrimack College community  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
  17. • Welcome Dinner • Errands (Shopping, cell phones, bank accounts, etc.) • SEVIS and Community Standards Sessions • Day trip to Boston • Academic Orientation for International Students • Merge into new student orientation • NEW! First Year Experience for International Students International Student Arrival and Orientation
  18. Social and Cultural Events  International Assistant Program  World Peers student organization  Thanksgiving for International Students  Thanksgiving Host family program  Global Trivia  Global Village  International Tea  Leadership Roles
  19. Study Abroad at Merrimack College
  20. Study Abroad at Merrimack College  Lauren will send slide information!
  21. Wrap-up/Discussion Thank you! Questions?
  22. Evolving Talent Strategy to Match the New Workforce Reality
  23. Millennial Employees 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.
  24. Key Findings Many Millennial employees are unconvinced that excessive work demands are worth the sacrifices to the personal life.
  25. Key Findings Millennials employees (and non-millennial employees) want greater flexibility at work, and some will exchange pay to make this happen.
  26. Key Findings 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.
  27. Key Findings While the same basic drivers of retention exist in both Millennials and non-Millennials, their importance varies. Millennials placing a greater emphasis on being supported and appreciated.
  28. Emotional Connection to the Workplace
  29. Balance and Workload • Work/life imbalance • Impact of workload • Manageability of the workload
  30. Engaging Work, Development and Opportunities  Work that is interesting and meaningful  Support for professional development  Knowledge and influence about opportunities
  31. People and Teams  The team (co-workers)  Mentors and supervisions  Friendship and work
  32. Competitive Pay and Job Opportunities  Perceived pay equity  Job opportunities internally vs. externally
  33. Emotional Connection = Retention
  34. Creating a Millennial-Friendly Workplace
  35. Create a Flexible Work Culture
  36. Fully Leverage Technology
  37. Increase Transparency Around Compensation, Rewards and Career Decisions
  38. Build a Sense of Community
  39. Evaluate the impact that Millennials may have on the contingent workforce strategy of your organization.
  40. Invest Time, Resources and Energy to Listen and Stay Connected With Your People
  41. One Size Does Not Fit All
  42. In Conclusion… 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?
  43. Student Panel
  44. Thank You
  45. Nuts and Bolts of a Successful Internship
  46. What is an internship? A carefully monitored work or service experience with intentional learning goals which actively reflects learning throughout the experience. May Be:  Paid or unpaid  Full or part time  Duration varies but generally 3 to 6 months  Includes learning objectives, reflection and evaluation
  47. Why hire interns?  Consider the value of your time and mission of the company  Think about projects, short-term tasks and department needs  Consider processes in your company that are inefficient or in need of modification  Develop a pipeline of future hires
  48. $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 pool?  What are those $100 tasks you may need assistance with?
  49. Value of Interns  Opportunity to gain access to high-quality, highly motivated talent  Tap into sources of innovation and process improvements  Benefit from a cost-effective and flexible workforce  Freedom for professional staff to pursue more creative projects  Your image in community is enhanced by contributing your expertise to an educational enterprise
  50. 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, mentors  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
  51. 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 professionals, networking  Identify a supervisor for day-to-day direction, assigning tasks and professional development  Provide a workspace: desk, telecommunications, parking
  52.  Work with career centers to post opportunities and develop a relationship.  Align your needs with institutions who have industry- specific programs  Establish a contact person at college where recruitment takes place  Choose your interns as carefully as a permanent employee  Identify rate of pay  Know the legal implications of hiring interns  Inform career centers of internship hires Recruitment
  53. Managing The Intern  Set proper precedent first week of hire  Provide detailed work plan and deliverables with associate timelines, identify supervisor and review with intern  Give intern the resources needed to get job done  Provide plenty of feedback and evaluate progress routinely.  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
  54. Legal Issues 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 internship  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 company
  55. The O’Brien Center : Your Partner in Success 2nd floor, Sakowich Campus Center 978.837.5480

Notes de l'éditeur

  1. Professional and Academic Background: Study Abroad, Resident Director of BC in Madrid, Director of International Programs, Study Abroad Re-entry; Young Alumni Giving
  2. Diversity of International Students/ SEVIS implemented after 9/11
  3. 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
  4. Merrimack top places of origin are China, Saudi Arabia, Venezuela, and Canada (hockey)
  5. Less “brain drain” than 15 years ago.
  6. 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.
  7. Committee comprised of faculty, students, administrators from across the College/ Survey; Focus Groups; Curriculum Analysis
  8. Why do international students choose to study at Merrimack? Attention, Support, Immersion
  9. 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.
  10. 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
  11. 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.
  12. 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.
  13. 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.
  14. 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.
  15. 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.
  16. Job satisfactionCommitmentCreativity and Productivity
  17. 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.
  18. 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.
  19. Take the mystery out of compensation decisions. Create a meaningful rewards structure that regularly acknowledges both large and small contributions made by employees.
  20. Emphasize teamwork, appreciation and support from supervisors.Give honest, real-time feedback, face-to-face.
  21. 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.
  22. Create innovative ways to keep employees engaged and perform at their best.
  23. Understanding generational differences will help target customized solutions that will promote retention and engage your workforce across all generations and levels.
  24. 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).