jill ripper crf intern...
TRANSCRIPT
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Jill Ripper Dec 2016
A process by which managers & interns plan, monitor & review work objectives & contributions by setting objectives, assessing progress, providing feedback, & making hiring recommendations.
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An intern program is the most strategic pipeline to full-time hiring
This is a critical talent pool for recent grad hiring initiatives
Helps the organization to make full-time hiring decisions by identifying ‘potential’ as a key performance indicator along with performance against goals
There is a short window to make hiring decisions to achieve hiring goals
From … To …
“Interns are free summer
help”
“Interns are a privilege … and the pipeline to future
talent”
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} 12 week summer internship } Specific start & end dates } 10 weeks of project work } Offers in-hand before intern departs } Key stakeholders: ◦ Senior Leaders ◦ University Team ◦ Hiring Managers ◦ HR Business Partners
Pre-Boarding & Week
1
Mid-Summer
Week 10
Weeks 11-12
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GOAL SETTING • Work with interns to establish SMART Goals • Ensure these are aligned with the 10-week project
S – Specific • Goals should be straightforward & emphasize what you want to happen • Specific is the What, Why, and How of the SMART model
M – Measurable • If you can't measure it, you can't manage it • Establish criteria for measuring progress toward reaching each goal
A – Achievable • A goal needs to stretch your intern slightly so they feel they can do it • Be careful not to set goals that are too far out of their reach
R – Realistic • Realistic, in this case, means "do-able" • Set goals that are within the intern’s control and sphere of influence
T – Time-bound • Set a timeframe for the goal – a week, month, etc. • Putting an end point on the goal gives a clear target to work towards
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MID-SUMMER CHECK -IN
• Managers host 1:1 to discuss progress against goals • No documentation required at this stage
Meet with intern to review & discuss progress against goals
• Schedule meeting with intern to review & discuss the intern’s performance to date, against the goals you discussed in Week 1
• This is a good time to evaluate & revise goals, if necessary, to ensure the intern is able to incorporate any changes
• If intern is showing strong performance, it is critical to provide him/her with opportunities for increased visibility & exposure. This allows leaders to learn about hi-po interns for when hiring decisions are being made.
• If your intern is NOT showing strong performance, this is the time to address areas of development & provide him/her with clear action plan for improvement.
Discuss action plan for continued success or areas of development
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FINAL PERFORMANCE
REVIEW
Complete the Final Performance Review
Complete Final Performance Review
• In order to effectively extend offers before interns depart, it’s essential that final performance reviews are completed by Week 11
• Once final hiring recommendation is received, offer will be
extended
• Managers submit final reviews, including peer feedback • Interns complete self-assessment
• Submit final performance review against goals set during Week 1. Please include feedback from peers, colleagues, senior leaders.
• Final review should include qualitative data to provide as much detail as possible for the hiring panel review, including specific technical details.
• Submit final hiring recommendation (Hire, No Hire, Returning Intern)
} Detailed project description } List SMART goals } Feedback from mentor & peers } Key areas of strength } Opportunities for development } Rationale for hiring recommendation
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} Work Quality } Ability / Willingness to Learn & Develop } Attitude } Dependability } Communication – Written & Verbal } Professionalism } Productivity / Efficiency } Teamwork } Problem Solving
Agility
Track Record of Success
POTENTIAL
Self Awareness
Track Record of Success Effective problem solving and consistent delivery of results
Agility The ability to learn from experience and apply that learning to perform successfully
Self Awareness The depth to which an individual recognizes skill, strengths, weaknesses, and blind spots
Evaluate performance against goals & potential the intern exhibits. This requires assessing 3 key areas.
High
UNDER-PERFORMING Mismatched to position or
role has outgrown individual
EXPANDABLE Complexity, impact and scope of role can expand
High Potential
HIGHLY PROMOTABLE
Agile, promotable, a track record of success High Potential
Med
ium
UNDER-PERFORMING Mismatched to position or
role has outgrown individual
WELL PLACED Well-suited for growth in
current role
EXPANDABLE Complexity, impact and scope of role can expand
High Potential
Low
UNDER-PERFORMING Mismatched to position or
role has outgrown individual
WELL PLACED Well-suited for growth in
current role
WELL PLACED Well-suited for growth in
current role
Does not meet Meets some / Meets Exceeds some / Exceeds most
Pote
ntia
l
Performance
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INTERN CONVERSION
DECISION
• The hiring panel evaluates all performance reviews for their organizations to make final hiring decisions
Hiring panel meets to review final performance reviews
• Hiring panel can consist of an individual decision-maker or a committee
• Hiring Panel will review all final performance reviews and make final
hiring decision based on hiring manager recommendations
Recruiter will communicate final hiring decisions to hiring managers
• Managers are required to communicate the hiring decision to interns. Conversation scripts will be provided for how to manage the discussions.
• Recruiters will manage offer details with hiring manager and intern to extend formal offer.
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• Hiring manager wants to extend a full-time offer to return to their team upon graduation.
• The intern’s performance should be of the highest quality and a regretted loss to the company if an offer was not extended.
Yes Hire – Full Time
• Hiring manager wants to extend intern another internship on their team the following summer.
• The intern’s performance should be of the highest quality and a regretted loss to the company if an offer was not extended.
Yes Hire – Returning Intern
• Hiring manager does NOT recommend intern to receive an offer for either a full-time or returning intern position. No Hire
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HIRING MANAGER FINALIZES GOALS
INTERN START DATE
6-WEEK CHECK IN
PERF REVIEW & HIRING
RECOMMENDATION DUE
HIRING RECOMMENDATION
REVIEWED
OFFERS EXTENDED
5/9 5/23 6/27 7/25 8/1 8/8
6/6 6/20 7/25 8/22 8/29 9/5
Based on standard 12 week internship cycle
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Support from Executives
1. Exec support for
expressing importance of reviews
2. Process for confirming hiring decisions in timely manner
Gather Input from Business
1. Present process to the
business
2. Gather business input and recommendations for the process
3. Provide opportunity for feedback throughout process
Training & Execution
1. Host Manager Training sessions
2. Provide resources, including manager scripts for communication, and FAQs
3. University team available for questions
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} Uncooperative hiring mgrs; incomplete reviews } Tech restrictions; no way to collect & store data } Lack of manpower to execute the process } Timing of budget planning cycle vs hiring cycle } Unable to convert interns due to lack of headcount
or budget
Are your target schools effective?
Undergrad vs Grad
Performance Ratings
Retention
