The Spokane INSHRM team has designed an internship program to provide educational internship experiences for students interested in human resources. The program aims to make the internship process simple for employers while benefiting interns through relevant work experience. Employers post unpaid or paid internship opportunities on college career websites. Interested students apply and are interviewed by employers. If selected, interns and mentors sign agreements outlining responsibilities and expectations for the duration of the 10-week minimum internship. The program provides structure to find qualified interns and ensure a valuable learning experience for both parties.
This document summarizes resources for researching employment law issues related to banning the box and criminal background checks. It provides an overview of relevant primary and secondary sources.
The document first discusses background checks and their disproportionate impact on protected classes. It then summarizes key internet sources like the EEOC enforcement guidance and the All of Us or None initiative.
Next, it outlines important legal treatises on hiring and firing practices and the Labor and Employment Law treatise. Practice specific sources like a BNA Insights article on statistical tools for evaluating discrimination are also highlighted.
Finally, the document discusses relevant law review articles and American Law Reports that address issues like disparate impact discrimination from criminal background checks and public sector
From Globe Education Network, a look at some of the jobs you can get with a criminal justice degree. And who's hiring. For more information on Criminal Justice Degrees visit: http://www.msbcollege.edu/degree-programs/legal-science/criminal-justice/what-can-you-do-with-criminal-justice-degree/
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
This is one of two culminating projects I worked on for my Human Resources internship with Chattanooga City Hall. The purpose of this project was to create singularity in the hiring process used across City managers by outlining recruiting best practices from job requisition requests to the job offer.
This project was presented to the HR department and hiring managers within various City departments.
Presentation Time: 2 hours
GW Human Resources provides F.U.N. Slides (Facts Understood Now Slides) on Human Resources & HR Compliance. F.U.N. Slides on FLSA. http://gwhumanresources.com/slides/
This document summarizes resources for researching employment law issues related to banning the box and criminal background checks. It provides an overview of relevant primary and secondary sources.
The document first discusses background checks and their disproportionate impact on protected classes. It then summarizes key internet sources like the EEOC enforcement guidance and the All of Us or None initiative.
Next, it outlines important legal treatises on hiring and firing practices and the Labor and Employment Law treatise. Practice specific sources like a BNA Insights article on statistical tools for evaluating discrimination are also highlighted.
Finally, the document discusses relevant law review articles and American Law Reports that address issues like disparate impact discrimination from criminal background checks and public sector
From Globe Education Network, a look at some of the jobs you can get with a criminal justice degree. And who's hiring. For more information on Criminal Justice Degrees visit: http://www.msbcollege.edu/degree-programs/legal-science/criminal-justice/what-can-you-do-with-criminal-justice-degree/
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
This is one of two culminating projects I worked on for my Human Resources internship with Chattanooga City Hall. The purpose of this project was to create singularity in the hiring process used across City managers by outlining recruiting best practices from job requisition requests to the job offer.
This project was presented to the HR department and hiring managers within various City departments.
Presentation Time: 2 hours
GW Human Resources provides F.U.N. Slides (Facts Understood Now Slides) on Human Resources & HR Compliance. F.U.N. Slides on FLSA. http://gwhumanresources.com/slides/
Investigating Realistic Solutions Of Legal Background Checkminiatureeyesig01
The document discusses the reasons and guidelines for conducting employment background checks. It notes that background checks are used to verify an applicant's criminal history, work experience, credentials and reduce risks like theft, violence or negligent hiring lawsuits. Employers must follow various laws like FCRA when conducting checks and only access information relevant to the job. While social media screening is controversial, background checks can help hiring the right candidate and protect a business.
Speedy Programs Of Legal Background Check - A Backgroundcloudybanister911
This document discusses reasons for and laws around conducting employment background checks. It notes that businesses conduct checks to identify criminal histories and ensure applicant qualifications. Key laws like the Fair Credit Reporting Act regulate how background data is collected and used. The document also discusses the benefits of background checks for employers, like reducing liability, verifying applicant information, and improving hiring decisions. Overall, it argues that conducting employment background checks can help employers hire qualified candidates and avoid potential legal issues.
Investigating Trouble-Free Plans In Legal Background Checkobservantmaniac05
The document discusses the reasons and legal requirements for conducting pre-employment background checks. It notes that background checks are commonly used to verify applicants' qualifications, check for criminal history, reduce hiring risks. Some key laws around background checks include the Fair Credit Reporting Act, Gramm-Leach-Bliley Act, and Drivers Privacy Protection Act. Conducting thorough background checks can help employers avoid negligent hiring lawsuits, identify dishonest applicants, and reduce costs from hiring the wrong candidate.
The document provides guidance and requirements for AOIT juniors completing an internship. Students must maintain an online blog of their internship experience. They are required to give a final presentation at the end to share what they learned. Completion of the internship, journals, evaluations and presentation are needed to receive internship credit. The internship will help students demonstrate their skills and be an opportunity to learn and grow.
Investigating Realistic Solutions Of Legal Background Checkminiatureeyesig01
The document discusses the reasons and guidelines for conducting employment background checks. It notes that background checks are used to verify an applicant's criminal history, work experience, credentials and reduce risks like theft, violence or negligent hiring lawsuits. Employers must follow various laws like FCRA when conducting checks and only access information relevant to the job. While social media screening is controversial, background checks can help hiring the right candidate and protect a business.
Speedy Programs Of Legal Background Check - A Backgroundcloudybanister911
This document discusses reasons for and laws around conducting employment background checks. It notes that businesses conduct checks to identify criminal histories and ensure applicant qualifications. Key laws like the Fair Credit Reporting Act regulate how background data is collected and used. The document also discusses the benefits of background checks for employers, like reducing liability, verifying applicant information, and improving hiring decisions. Overall, it argues that conducting employment background checks can help employers hire qualified candidates and avoid potential legal issues.
Investigating Trouble-Free Plans In Legal Background Checkobservantmaniac05
The document discusses the reasons and legal requirements for conducting pre-employment background checks. It notes that background checks are commonly used to verify applicants' qualifications, check for criminal history, reduce hiring risks. Some key laws around background checks include the Fair Credit Reporting Act, Gramm-Leach-Bliley Act, and Drivers Privacy Protection Act. Conducting thorough background checks can help employers avoid negligent hiring lawsuits, identify dishonest applicants, and reduce costs from hiring the wrong candidate.
The document provides guidance and requirements for AOIT juniors completing an internship. Students must maintain an online blog of their internship experience. They are required to give a final presentation at the end to share what they learned. Completion of the internship, journals, evaluations and presentation are needed to receive internship credit. The internship will help students demonstrate their skills and be an opportunity to learn and grow.
Reseña bibliografica, apartheid del siglo xxiZaibet Caceres
Este documento resume los principales eventos políticos en Venezuela desde la elección de Hugo Chávez como presidente en 1998 hasta el intento de un referéndum revocatorio en su contra en 2004. Describe cómo Chávez despidió a miembros de PDVSA y otros organismos estatales que se oponían a su gobierno y cómo amenazó a los venezolanos que firmaron a favor del referéndum, publicando sus nombres en internet. El documento concluye que el miedo a la discriminación y la parcialización del consejo electoral hicieron imposible
Is it possible accomplishing the national development independentFernando Alcoforado
The failure in promoting economic and social development of almost all peripheral and semi-peripheral countries of the world must be attributed to the fact that the governments of these countries outline strategies to promote national development dissociated from the evolution of the capitalist world-system. In his book Unthinking Social Science, the American sociologist Immanuel Wallerstein states that it is necessary to review the current paradigms of social sciences and going to think otherwise in the XXI century. Wallerstein argues for the adoption of a new theoretical and methodological framework in social science based on analysis of the capitalist world-system to understand how each national system it is inserted in order to promote their economic and social development. The new theoretical analysis of the economic system of a nation taking into account the capitalist world-system proposed by Wallerstein is opposed to the current Cartesian method approach that formulates the development of the national economic system of isolated and dissociated form of the analysis of the insertion of the national economy in the world capitalist system.
El documento describe los principales aspectos del modelo relacional para bases de datos, incluyendo que propone una representación de la información a través de esquemas que representan fielmente los objetos y relaciones y que es comprensible para los usuarios. Explica que las relaciones son tablas sin filas duplicadas y que los dominios y atributos definen los tipos de datos.
This document provides an editor's note on learning from adversaries through education. It suggests that some US universities are setting up joint programs with universities in India using US and Indian faculty and curricula. It questions whether Pakistani education experts could consider similar joint programs between Pakistani, US, and European universities to improve higher education in Pakistan. The document advocates that learning from other countries' strategies, even those considered adversaries, could be beneficial. It calls for Pakistani education leaders to consider this approach.
Mount Kenya is a unique snow-capped mountain located in Africa that offers trekkers a visual treat with its summit gleaming in the sunshine. Trekking on Mount Kenya provides an enriching experience to be closer to nature and see diverse wildlife, but requires physical and mental toughness as it is not for novice hikers. An experienced tour operator can properly assess hikers' abilities, provide expert guides for safety, and design customized tour packages for trekkers wanting to challenge themselves on Mount Kenya.
July 2015 - Brazil’s to-do list for growth: Where to start?FGV Brazil
The second quarter of 2015 closed with negative numbers for the Brazilian economy and fading hope that it will soon be possible to discern whether the economy was heading to recovery. The government has reacted to the dim economic prospects with measures directed to two sectors considered vital for growth: infrastructure (the Investment Program in Logistics, PIL) and exports (the National Export Plan, PNE).
The Clothesline Project exposes the silent and destructive force of domestic violence by allowing women who have survived abuse to reclaim their lives and find courage. The goal is to create personal, political, and cultural change by making clear that violence against women is unacceptable. The document also provides background on Jewish Family Service, which founded Project DVORA to support loving relationships and respond to domestic abuse in the Jewish community.
This document provides an overview of recruitment and selection strategies for hiring the right employees. It discusses evaluating alternatives to hiring like outsourcing before beginning recruitment. The recruitment process starts with considering internal candidates through promotion or job posting. External factors like the labor market, legal regulations, and discrimination laws that affect recruitment are also reviewed. The document aims to guide hiring managers on best practices for finding qualified candidates both within and outside their organization.
Jean Appleman is a results-driven recruiting professional with over 20 years of experience recruiting for global companies. She has expertise in full cycle recruitment, sourcing candidates using various systems and social media, building client relationships, and ensuring compliance. Her background includes roles supporting public health, healthcare, staffing, and technology industries.
#NG753536 (Program Analyst GS-09, Jefferson City, MO) (Army NDS vacancy)Steven Brothers
- This job announcement is for a Program Analyst position with the Missouri National Guard located in Jefferson City, MO. The salary range is $47,448 to $61,678 per year.
- Applicants must be permanent NDS Technicians currently employed with the United States Property and Fiscal Office in Jefferson City. One year of specialized experience is required at the GS-09 level.
- Duties include reviewing and analyzing program activity, preparing reports and summaries, and providing guidance to management on program accountability and legality. Applicants must have experience utilizing Microsoft Office programs.
MHR 6451, Human Resource Management Methods 1 Course .docxaryan532920
MHR 6451, Human Resource Management Methods 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
2. Discuss the impact of employment law on an organization’s policy on equal employment opportunity.
2.1 Describe the main features of equal employment laws.
2.2 Develop interview questions that support non-discriminatory employment practices.
2.3 Explain the effectiveness of telephone interviews.
Reading Assignment
In order to access the following resources, click the links below.
Carslake, M. (2011). How not to conduct a job interview. Recruiter, 21. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=59540213&site=ehost-live&scope=site
College of Business – CSU. (2016, September 1). MHR6451 – Good interview [Video file]. Retrieved from
https://youtu.be/-R584QwEaGQ
To view the transcript of the video above, click here.
College of Business – CSU. (2016, September 1). MHR6451 – Interview wrap up [Video file]. Retrieved from
https://youtu.be/BGAWbF2kSgs
To view the transcript of the video above, click here.
Crespo, M. M., & Lyon, C. E. (2015). Employer access to employee social media: Applicant screening,
“friend” requests and workplace investigations. Venulex Legal Summaries, 8-11. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=112384267&site=ehost-live&scope=site
Dery, K., Tansley, C., & Hafermalz, E. (2014). Hiring in the age of social media. University of Auckland
Business Review, 17(1), 44-51. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=101487948&site=ehost-live&scope=site
Mistakes interviewers make: And seven techniques for better results. (2014). CPA Practice Management
Forum, 10(2), 20-21. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=93652242&site=ehost-live&scope=site
Oliphant, G. C., Hansen, K., & Oliphant, B. J. (2008). A review of a telephone-administered behavior-based
interview technique. Business Communication Quarterly, 71(3), 383-386. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=33886412&site=ehost-live&scope=site
U.S. Equal Employment Opportunity Commission. (n.d.). Workplace laws not enforced by the EEOC.
Retrieved from https://www.eeoc.gov/laws/other.cfm
UNIT I STUDY GUIDE
Introduction to Human Resource
Management and Employment Laws
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=59540213&site=ehost-live&scope=site
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx? ...
PA CareerLink Lehigh Valley - Employer ServicesDon Stewart
PA CareerLink Lehigh Valley - Employer Services marketing pack. Includes information for on-the-job training, tax credits, job fairs, recruiting assistance, job postings, Veterans and OVR.
The document provides information about opportunities and benefits of federal government jobs. It discusses various programs for students and recent graduates, including internships, fellowship programs, and entry-level job opportunities. The summary also outlines the application process for federal jobs, including searching for openings, building a federal resume, and completing the application which may involve questionnaires, essays, or Knowledge, Skills, and Abilities (KSA) responses.
This document contains a job profile for a legal intern position at Bell Helicopter. The internship would involve attending negotiations, drafting and reviewing agreements, and participating in internal meetings. Applicants must be pursuing a Juris Doctorate degree with a GPA of at least 2.75 and 60 credit hours earned. The position is located in Fort Worth, Texas and pays an unpredictable wage, often unpaid. While the applicant does not currently meet all requirements, completing law school would make him eligible.
Staff Management: The Care and Keeping of Your Principal's EstateINGUARD
How to run an estate like a business. This free staff management ebook offers tips on:
• How to assess staffing needs and recruit domestic personnel.
• What legal and tax regulations are required for employers
• Why risk management is a critical component of estate management.
A study on Recruitment and selection aT Paisabazaar.com.DOCShivNandan21
This document provides an overview of recruitment and selection processes. It discusses internal and external recruitment approaches, the recruitment process which includes job analysis, sourcing candidates, screening and selecting candidates. It also describes common recruitment models like in-house recruitment, social media recruitment, outsourcing recruitment, using employment agencies, executive search firms, and internet recruitment services. The types of recruitment discussed are in-house recruitment, internal recruiters, employee referrals, and outsourcing recruitment.
1. The document summarizes five key trends impacting the future of work identified by SHRM expert panels: (1) demographic shifts towards a more global and aging workforce, (2) loss of middle-skilled jobs due to automation, (3) a skills gap between educational standards and employer needs, (4) increased globalization and remote work due to technology, and (5) new models of work like crowdsourcing.
2. For each trend, the document outlines expected changes for organizations and recommends how HR can prepare, such as offering flexible work and lifelong learning opportunities, partnering with educators, and learning to manage remote and contingent workers.
3. The document encourages readers to review this information
This document provides an overview of the Scholarship for Service (SFS) program, which provides scholarships and internship opportunities for cybersecurity students. The SFS program is administered by the National Science Foundation and Department of Homeland Security. Through the program, qualified students receive funding to complete degrees in cybersecurity-related fields and are then required to work for the federal government. The document outlines eligibility requirements, costs covered, hiring processes, and other details to help federal agencies leverage the SFS program to fill cybersecurity roles.
This document provides guidance to hiring managers on conducting compliant and effective interviews. It discusses keeping interviews legal and non-discriminatory, assessing key candidate attributes like reliability, cultural fit and skills, and structuring a 30-minute interview model with opening, information gathering, offering information, closing, and evaluation steps. The appendix provides sample interview questions for common roles based on identified competencies.
This document discusses preparing for a career in human resources. It outlines the necessary education and qualifications, which include a bachelor's degree in human resources or business administration with an HR concentration. For more advanced roles, a master's degree is recommended. Relevant coursework covers topics like compensation management, labor relations, and organizational behavior. Internships provide hands-on experience. Personal qualities like communication skills, digital literacy, and confidentiality are also important for HR careers. Career paths vary depending on company size but may start as an intern and progress to more senior roles over time.
Legal Aspects of Outsourcing of Human Resources VAMNICOMvamnicomgov
Vamnicom offers Programme on Legal Aspects of outsourcing of Human Resource 27 to 29 July, 2015. For more info visit :- http://www.vamnicom.gov.in/en/content/programme-legal-aspects-outsourcing-human-resource-27-29-july-2015
The document discusses recruitment processes and techniques. It defines recruitment as finding and attracting capable applicants for jobs in an organization. The recruitment process includes identifying vacancies, preparing job descriptions, advertising positions, managing responses, shortlisting, interviewing, and making hiring decisions. Sources of recruitment can be internal like current employees or external like job boards, agencies, and colleges. The recruitment function is influenced by internal factors controlled by the organization and external factors outside its control like economic conditions. The objective of recruitment is to attract qualified candidates and hire the best ones to meet organizational needs.
This document is a 5-page resume for Mr. Israel Antonio Morales Jr. It details his work experience including current employment as a Human Resources Assistant with the USDA since 2012, previous roles as a File Clerk and Security Officer, and education. The resume provides descriptions of his duties and accomplishments in each role, demonstrating skills in personnel processing, database management, customer service, and training. Contact information is provided at the top.
This document provides an overview of training content for US staffing and talent acquisition. It covers topics such as human resource management, the US staffing industry, recruitment process outsourcing, US work permits, taxation terms, the recruitment process, and interview questions. The training covers HR functions like staffing, compensation, and development. It also details the size and services of the US staffing industry, common work permits like H1B and L1, and tax classifications like W2 and 1099.
Recruitment refers to the process of finding, screening, and selecting candidates for jobs within an organization. Large organizations typically hire professional recruiters to undertake recruitment activities like attracting candidates, creating a talent pool, and helping reduce hiring costs and turnover. Recruitment methods include both internal sources like transfers, promotions, and rehiring former employees, as well as external sources such as advertisements, employment agencies, campus recruiting, and employee referrals.
How To Apply For A Federal Job Workshop Fall 2011diehlb722
This document summarizes resources for applying for federal jobs. It outlines how over 100,000 entry-level federal jobs were filled in 2009 across various occupations. It provides details on the benefits of federal jobs, common job types and levels (GS bands), and where jobs are located. The document reviews application steps and resources like USAJobs.gov and guides on federal resumes, assessments, security clearances and hiring reforms. Contact information is provided for the Career Center liaison.
Guide to Managing the Presidential Management Fellows (PMF) Application Proce...GovLoop
If you plan to apply for the Presidential Management Fellows (PMF) Program to make the Class of 2014, this guide is your core resource. We interviewed dozens of current and former PMFs, career advisors and agency PMF coordinators to provide both information and insight to help you navigate the process.
This letter provides a strong recommendation for Serafima Piskun for a human resources position. It details that she completed a successful internship in human resources for Cheney Public Schools, demonstrating skills in technology, communication, self-starting projects, and representing the district professionally. The internship allowed her to gain experience with projects like developing an employee immunization tracking system. The letter expresses confidence in Serafima's ability to contribute to a HR department and recommends her highly as a job candidate.
Serafima Piskun interned in the human resources department of Cheney Public Schools for seven months. She tackled large projects with tenacity, including gathering and sorting staff immunization records and creating a new filing system for past employee personnel files. The human resources officer observed that Serafima has a strong work ethic, pays attention to details, and can analyze tasks and outline necessary courses of action. She recommends Serafima as a great addition to any team.
This document lists the names and positions of staff members in a facilities and planning department. It includes directors, managers, supervisors, coordinators, and various maintenance and operations roles. The document is organized with names, positions, and departments including facilities maintenance, heating and cooling plant, electrical shop, water and plumbing, painting, and others.
Sima Piskun worked as an intern at Sonderen Packaging and INSHRM during her university studies. She was given broad tasks to research, create, and present results, which she completed to an outstanding level. The letter writer recommends Sima highly, praising her reliability, work ethic, attention to detail, presentation skills, and caring nature. Sima exceeded expectations on all projects and would be a valuable asset to any employer.
This letter provides a personal recommendation for Serafima Piskun. The director of international programs at RC AuPairs worked closely with Serafima during her internship, finding her to be smart, hardworking, dedicated, and helpful. All au pairs who interacted with Serafima felt welcomed and cared for. The director highly recommends Serafima for employment, stating she is a good team player and would be a great asset to any organization.
This document contains information about the Childhood Saved nonprofit organization including its mission, finances, fundraising strategies, operations, and future plans. It provides financial forecasts, details on revenue sources such as donations and grants, expenses including advertising and therapy costs. It also outlines the organization's strengths, weaknesses, opportunities, and threats. Future plans discussed include starting a housing project, implementing support groups, and organizing a bike ride fundraiser.
This document provides background information on Childhood Saved, a non-profit organization that aims to help victims of childhood sexual abuse. It discusses Childhood Saved's mission, services, staffing plan, target audiences, and competition in the non-profit sector. Market research is presented on non-profits, fundraising, and demographics related to childhood sexual abuse. A SWOT analysis identifies Childhood Saved's strengths, weaknesses, opportunities, and threats. The document aims to help Childhood Saved identify local markets and provide a financial forecast to guide its operations and fundraising.
This document provides guidance for implementing a mentoring program within an organization. It outlines the objectives and benefits of the program, including developing employees, teaching new skills, and retaining institutional knowledge. The roles of the Program Director, mentors, and mentees are defined. The Program Director is responsible for managing all aspects of the program, including recruiting participants, matching mentors and mentees, and assessing progress. Mentors should be people-oriented, good motivators, effective teachers, and secure in their positions. Their role is to support mentees' professional growth. The program aims to last 9-12 months and provide leadership development opportunities for all involved.
1. Spokane Human Resources Professionals!
The SpokaneINSHRMteam has designed an internship programto assistin the
process of hiring an intern and providing an educational experience for interns.
Our goal is to create a programthat will make this process easy, practical, legal
and mostof all simple. We are pleased you are interested in contributing your
knowledgeand experience towards creating more educated, smarter and
stronger, futureH.R. employees in our community. The most important thing
every intern is looking for is to gain relevant, educational, and practical insight to
the structureand operations of the H.R. world. We know that the best place
wherethis experience can be gained is in an actual H.R. department. Following is
a summary of the Internship ProgramProcess to hirean intern. We thank you for
your time and contribution to the H.R. community and futureH.R. leaders.
Table of Contents
Unpaid Internships: What Employers Need to Know About the Fair Labor Standards Act? ........ 3
Request for Internship Form: .......................................................................................................... 4
Internship Agreement:..................................................................................................................... 5
Responsibilities:.............................................................................................................................. 6
*Note: Thematerials andforms containedin this document arethe work product of INSHRM andprovidedstrictly for educational and
illustrative purposes. INSHRM makes noexpress or impliedwarranties in regardtothe use of the materials and/orforms containedherein. The
views, conclusions andinterpretations of thelawcontainedin this document are not intendedto serve as legal advice, but merely provide an
overviewof federal laws andrecommendedprocedure relatedinternshipprograms. Individual employers andinterns are encouragedtoseek legal
counsel prior toestablishingor participatingin an internshipprogram.
2. Internship Program Process:
The intentisto provide youwiththe procedurestocreate an internshipopportunity,findthe individual
mostqualified,andensure thatthe studentandH.R. Professional will achievetheirdesiredoutcomes.
1. DETERMINE OPPORTUNITY:
Reviewthe 6DOL Requirements toensure educationexperience isavailable.
Reviewstate andlocal lawsrelatingtolaborandemployment.
Determine budget–if moneyfor a paidinternshipisnotavailable,thenensure experiences
meetDOL legal requirementsforanunpaidinternship.
H.R. Manager determinesdepartmentneeds,activities,andduties
See page 6 forlistof responsibilities
2. RECRUITING/HIRING:
H.R. Manager completes RequestforInternshipForm andsubmitstodesiredcollege advisor
See table beloworINSHRMCollege RelationsPage underEducationTabfor College Advisor
Contact (http://www.inshrm.org/index.php/education/college-relations).
COLLEGE NAME PHONE
NUMBER
EMAIL FAX
Eastern Romeal Watson 509.359.4637 rjwatson@ewu.edu 509-359-6940
University of Idaho Dr. Dan Eveleth 208-885-4396 eveleth@uidaho.edu 208-885-2816
Washington State CindyEmpey 509-335-6000 empey@wsu.edu 509-358-7538
Gonzaga ChrisRyman 509-313-4092, ryman@gonzaga.edu 509-313-6287
Whitworth SandyNowack 509-777-4541 snowack@whitworth.edu 509-777-3731
College RelationsAdvisorwill review the RequestforInternshipFormandwill acceptor
denyinternrequestsbasedonthe content.
College Advisorwill instructH.R.Managerto posttheirinternopportunityoncollege
website (seethe table below).
College WEBSITE
Eastern https://ewu-csm.symplicity.com/employers/
University of Idaho https://uidaho-csm.symplicity.com/employers/
Washington State https://wsu-csm.symplicity.com/employers/
Gonzaga https://gonzaga-csm.symplicity.com/employers/
Whitworth https://whitworth-csm.symplicity.com/employers/index.php?signin_tab=0&js_disabled=0
H.R. Manager receivesapplicationsfromcollegeadvisororviaonline process.
H.R. Manager will interviewpotential interncandidatesandselectscandidate.
3. COMPLETE PAPERWORKANDINTERNSHIPBEGINS!
H.R. Manager and interncomplete college specificpaperwork.
Reviewdutiesandsign InternshipAgreement.
Have a great experience!
3. Unpaid Internships:What Employers Need to Know About the
Fair Labor Standards Act?
The Fair Labor Standards Act
Under the federal FairLaborStandardsAct (FLSA),non-exemptindividualswhoare ‘sufferedor
permitted’toworkmustbe compensatedforthe servicestheyperformforanemployer.Internswho
qualifyasemployeestypicallymustbe paidat leastthe federal minimumwage,aswell asovertime
compensationata rate of not lessthanone and one-half timesthe regularrate of payafter40 hoursof
workin a workweek.
There are some circumstancesunderwhichindividualswhoparticipate infor-profitprivate sector
internshipsortrainingprogramsmaydoso withoutcompensation.Thismayapplytointernswho
receive trainingfortheirown educational benefitif the trainingmeetscertaincriteria.The
determinationof whetheraninternshiportrainingprogrammeetsthisexclusiondependsuponall of
the facts and circumstancesof eachprogram.In orderto ensure thatyou can provide anunpaid,
relevant,educational andpractical learningexperience forthe intern(s),please make sure youcanfulfill
all six of the followingU.S.Departmentof Labor(DOL) guidelines:
1. The internship,eventhoughitincludesactual operationof the facilities of the employer,is
similartotrainingwhichwouldbe giveninaneducational environment;
2. The internshipexperienceisforthe benefitof the intern;
3. The interndoesnotdisplace regularemployees,butworksunderclose supervisionof existing
staff;
4. The employerthatprovidesthe trainingderivesnoimmediate advantagefromthe activitiesof
the intern,andon occasionitsoperationsmayactuallybe impeded;
5. The internisnot necessarilyentitledtoajobat the conclusionof the internship;and
6. The employerandthe internunderstandthatthe internisnotentitledtowagesforthe time
spentinthe internship.
If all of the factors listedabove are met,anemploymentrelationshiplikelydoesnotexistunderfederal
law,and the FLSA'sminimumwage andovertime provisionsdonotapplyto the intern.Thisexclusion
fromthe definitionof employmentisquite narrow because the FLSA'sdefinitionof 'employ'isvery
broad.See http://www.dol.gov/whd/regs/compliance/whdfs71.pdf:
State Law
It isimportantto note that compliance withfederal employmentlaw maydifferfromstate andlocal
law.Employersshouldconsulttheirindividual state andlocal regulationstoensure the program
complieswithall governinglaws. Consultalegal advisorprior toinitiationof the program.
For more informationregardingunpaidinternshipprogramssee:
WashingtonState Departmentof Laborand Industries
http://www.lni.wa.gov/WorkplaceRights/Wages/PayReq/Internships/default.asp
http://www.lni.wa.gov/WorkplaceRights/files/UnpaidInternshipsFactSheet.pdf
The National Associationof CollegesandEmployers
http://www.naceweb.org/connections/advocacy/internship_position_paper/
IdahoDepartmentof Labor InternInformationSheet
http://labor.idaho.gov/publications/internshipbrochure.pdf
4. Request for Internship Form:
Name:____________________________________ Title:__________________________________
Phone:___________________________________ Email:_________________________________
Company:_________________________________ Address:_______________________________
Write a brief organizationdescriptionof yourcompany:
_____________________________________________________________________________________
_____________________________________________________________________________________
COMPANYREQUIREMENTS (checkall that apply):
__ CompanyApplication
__ BackgroundCheck
__ Reference Check
__ Drug Test
WORK SCHEDULE:
_____ Lengthof Internship(i.e.10weeks): Start Date: __________ End Date: _________
X _____ # Hours perWeek Days (circle) M T W TH F S S
= ______Total Hours (exp.160 hours)
COMPENSATON:
Paid:____ If paid,$ amountto be offered:$_________ /hour or stipend$__________
Unpaid:___If unpaid,Initial HERE:_______ if youmeetthe DOL requirementsforunpaidinternships.
PreferencesinCollege Level:
Freshman___ Sophomore ___ Junior___ Senior___ Masters Level ___
Attach Listof Duties(onBack)
Suggestions of Professional Development Activities for the benefit of the intern
Lunch with companyexecutives/INSHRMmonthlyH.R.luncheon.
Participate incommunityorcompanyevent,organizedbyyourcompany.
Have the internpresentadisplayorproject,he/she completedwhile working,tothe committee
manager,president,orCEOto showcase whatwaslearned.
Have the interngive apresentationtothe managersand/orH.R.departmentwiththe following
questionscovered. Whatwasthemostvaluablething you learned during the program? Whatis
the valueto the organization of theprojectsyou worked on orwhatdo you feel yourcontribution
wasto the organization?Howwillyou apply the experienceyou gained in the real world?
5. Internship Agreement:
I, as the intern’smentor___________________________________ (write yourname) acceptthe
followingresponsibilities:
1. Readand reviewthe TestforUnpaidInternsand will provide activities,duties,andprofessional
developmentactivitieswhichcontribute togainingskillsandknowledge whichcanbe
transferable tootherH.R.employmentopportunitiesandcontribute tothe internslearningand
understandingof the H.R.function.
2. Provide experienceswhichare anextensionof the classroom:alearningexperience that
providesforapplyingthe knowledge gainedinthe classroom. Itmustnot be simplytoadvance
the operationsof the employerorbe the workthat a regularemployeewouldroutinely
perform.
3. Provide supervision,directionandfeedbackutilizingmyexpertise,education,andprofessional
backgroundinthe fieldof H.R. Communicate andworkcloselywiththe internandtimely
answerquestionsandconcerns.
4. Provide resources,equipment,andfacilitieswhichsupportthe internslearningobjectives and
duties.
5. Be clearaboutexpectationsof duties,assignments,activitiesanddeadlinesIwantthe internto
complete.
6. Complete the contractthroughthe agreeduponenddate (unlessthere isamutual agreement
to endthe internshipearlybetweenthe intern,mentorandthe interns’advisorora party to this
agreementsubstantiallybreachesthe termsorconditionscontainedherein). The internmust
be hiredforat least10 weeksunlessotherwiseagreed.
7. Ensure compliance withfederal andstate workplace standardsandregulations.
8. Complete documentationrequiredbythe collegeinternshipguidelines.
I, as the intern___________________________________ (write yourname) willacceptthe following
responsibilities:
1. Followall companypoliciesandprocedures.
2. Committo doingmybestand providingqualityworktomydepartment.
3. Keepinformationconfidential.
4. Have a mindsetto learnas muchas possibleandputmy besteffortintoeverythingIdo.
5. Come to workon time andwill notwithdraw fromthe contract until the scheduledenddate.
6. Define learningobjectivesrelatedtothe goalsof the academiccoursework.
7. Askfrequentquestionsandengage inconversationwithmymentorregardingcurrentcompany
activities.
8. Complete all paperworkrequiredforobtainingcollege credits.
9. Learn a lotand do a great job!
I agree to the provisionslaidoutinthisagreement.
Mentor Signature: ___________________________ Date: _______________
Intern Signature: ___________________________ Date: _______________