O'Brien Center Employer Relations Day August 8, 2013

Welcome

Overview

Dr. Lauren G. BentAssistant Dean of Campus Life and Director of International Programs

For Hire: International Students

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

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 Information

System

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. 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)

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%

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

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)

Benefits of Hiring International Students

They bring valuable new perspectives and problem-solving skills to the way companies do business.

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.

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 engaging in OPT.

(Information retrieved from www.ice/gov.sevis)

Employment Authorization for F-1 International

StudentsOptional 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.

While school is in session, student may only work 20 hours per week.

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

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 international, multicultural, and multilingual affairs

• 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

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

Study Abroad at Merrimack College

Study Abroad at Merrimack College

Lauren will send slide information!

Wrap-up/Discussion

Thank you!Questions?

[email protected]

Evolving Talent Strategy to Match the New Workforce

Reality

Millennial EmployeesWork/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.

Key Findings

Many Millennial employees are unconvinced that excessive work demands are worth the sacrifices to the personal life.

Key Findings

Millennials employees (and non-millennial employees) want greater flexibility at work, and some will exchange pay to make this happen.

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.

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.

Emotional Connection to the Workplace

Balance and Workload

• Work/life imbalance • Impact of workload • Manageability of the workload

Engaging Work, Development and Opportunities

Work that is interesting and meaningful Support for professional developmentKnowledge and influence about

opportunities

People and Teams

The team (co-workers)Mentors and supervisions Friendship and work

Competitive Pay and Job Opportunities

Perceived pay equityJob opportunities internally vs. externally

Emotional Connection = Retention

Creating a Millennial-Friendly Workplace

Create a Flexible Work Culture

Fully Leverage Technology

Increase Transparency Around Compensation, Rewards and

Career Decisions

Build a Sense of Community

Evaluate the impact that Millennials may have on the

contingent workforce strategy of your organization.

Invest Time, Resources and Energy to Listen and Stay

Connected With Your People

One Size Does Not Fit All

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?

Student Panel

Thank You

Nuts and Bolts of a Successful Internship

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 unpaidFull or part timeDuration varies but generally 3 to 6 monthsIncludes learning objectives, reflection and

evaluation

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

$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?

Value of InternsOpportunity to gain access to high-quality, highly

motivated talentTap into sources of innovation and process

improvementsBenefit from a cost-effective and flexible workforceFreedom for professional staff to pursue more

creative projectsYour image in community is enhanced by contributing

your expertise to an educational enterprise

Getting Started: Internal Assessment

Assess your needs: current and projectedNeed help on current project, starting a new

project, expertise in specific field?Consider strategic allocations of time and laborDo your research: talk to managers, career

centers, mentorsWrite a plan of action: be clear about why you

are hiring an internRecognize 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 learningDevelop soft skills: presentations, interactions

with professionals, networking Identify a supervisor for day-to-day direction,

assigning tasks and professional developmentProvide a workspace: desk,

telecommunications, parking

Work with career centers to post opportunities and develop a relationship. Align your needs with institutions who have

industry-specific programsEstablish a contact person at college where

recruitment takes place Choose your interns as carefully as a

permanent employeeIdentify rate of payKnow the legal implications of hiring internsInform career centers of internship hires

Recruitment

Managing The InternSet proper precedent first week of hireProvide detailed work plan and deliverables with

associate timelines, identify supervisor and review with intern

Give intern the resources needed to get job doneProvide plenty of feedback and evaluate

progress routinely. Students want to know what they are doing well

and recommendations for improvementProvide a final evaluation of performance Report a hire to career center

Legal IssuesThe 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 employeesInterns are not guaranteed a job at the end of the

internshipInterns are not entitled to wages during the internshipInterns must receive training, even if it somewhat

impedes the work of your organizationInterns must get hands-on experience with equipment and

processes used in your industryInterns’ training must primarily benefit the intern, not the

company

The O’Brien Center : Your Partner in Success

2nd floor, Sakowich Campus Centerwww.merrimack.edu/[email protected]