2014 ERC/NOCHE Intern & Recent Graduate Pay Rates & Practices Survey

Transcription

1 2014 ERC/NOCHE Intern & Recent Graduate Pay Rates & Practices Survey April 2014 Conducted by ERC 687Golf View Lane, Suite 100, Highland Heights, OH / (fax) ERC,

2 Terms of Use Copyright All rights reserved. No part of this survey may be publically displayed, reproduced, redistributed or resold to third-parties, or otherwise commercially exploited, without prior written permission from ERC. Violation of these terms may result in termination of membership and/or legal action. The information contained in this report is for informational purposes only and should not be relied upon or considered a substitute for professional or legal advice. ERC will not be responsible for any loss to you or any third party resulting from any decision or action taken in reliance of this information. ERC recommends that you consult your legal counsel regarding workplace matters if and when appropriate. If litigation is brought upon your firm for copyright infringements or violation of these terms of use, your organization will assume ALL legal expenses incurred on behalf of ERC and, if a member of ERC, your membership with ERC will be suspended pending the outcome of the litigation. Notice to HR Service Providers (including, but not limited to: Staffing Firms, Consultants, Brokers and Law Firms) Information from ERC may not be used for your organization's financial gain. This includes directly/indirectly sharing or disseminating ERC survey information for the benefit of your clients. Violators will be prosecuted to the fullest extent of the law. ERC,

3 Table of Contents About ERC & NOCHE 3 Overview & Key Findings 4 Employment Practices 6 Benefits of Interns & Recent Graduates 78 Intern Pay Rates 81 Recent Graduate Pay 90 Respondent Demographics 92 Participating Organizations 93 ERC,

4 About ERC ERC is Northeast Ohio's largest organization dedicated to HR and workplace programs, practices, training and consulting. ERC membership provides employers access to an incredible amount of information, expertise, and cost savings that supports the attraction, retention, and development of great employees. We also host the nationally recognized NorthCoast 99 program and sponsor the ERC Health insurance program. For more information about ERC, please visit About NOCHE Founded in 1951, NOCHE's ( mission is to mobilize the higher education and business communities for collective action that advances region economic development. NOCHE is leading the effort to increase college attainment in the region through the Talent Dividend and is connecting employers with college students through its signature internship program, NEOintern ( Our Collaboration Recognizing that interns and new graduates are critical to developing a pipeline of talent for Northeast Ohio, ERC and NOCHE have once again collaborated on a survey to gather information from Northeast Ohio employers about their intern and recent graduate employment practices. The findings of this survey will provide Northeast Ohio employers and other regional stakeholders with important information and best practices to help better develop, attract, and retain new talent to stimulate long-term growth and success for our region. ERC,

5 Overview ERC and Northeast Ohio Council on Higher Education (NOCHE) collaborated to gather information from Northeast Ohio employers about their internship and recent graduate employment and pay practices. Local organizations were invited to complete the survey between February 18 and March 21, The survey, published in April of 2014, reports data from 133 organizations regarding their internship practices and pay rates. Internship practices data is reported by organizational size and industry. Internship pay rate data is reported for nine positions and broken out by non-manufacturing and manufacturing industries (other breakouts are not reported due to insufficient data). Recent graduate starting salaries are reported for 17 types of college degrees. Please note that some data contained in this report may not equal 100% due to rounding of decimals and the ability to select multiple response options. Key Findings The overall percentage of employers reporting they pay their interns as well as the overall percentage of total interns being paid both increased o Pay rates for interns remained largely stable from 2013 More than half (62%) of employers surveyed have a structured/formal internship program. A strong majority of employers plan to maintain or increase the number of interns they employ in Several organizations did indicate that they plan to eliminate interns entirely, but the percentage remained small at 9%. o Although some larger organizations (over 500 employees) have larger internship programs, the most common number of interns hired remained low at 1-3 interns. Organizations do set some basic objective requirements for the interns they hire, but these are far from universal o Most commonly employers are looking for students in their 3 rd or 4 th year of college, but over one-third will accept applicants from any year, up through graduate school o The minimum GPA requirement remains just under 3.0, but only about half of the respondents reported requiring a certain GPA More than half (61%) of employers are in the process of hiring or are planning to hire new college graduates in 2014 o Approximately half of all entry level positions are filled using these new college graduates. o Organizations exclusively hire new graduates into entry level or other non-supervisory level positions The top five mos t commonly cited reasons to use interns remain consistent with past years and include the following in order from first to fifth: to develop a talent pipeline, assist with special project work, obtain affordable workforce support, gain exposure at colleges and universities, and test potential employees before hiring them. ERC,

6 The most common benefits offered to interns include paying for or allowing interns to attend an organization s social events, rewards and recognition, providing access to onsite perks, and paying for or allowing interns to attend networking events. o o Traditional benefits such as health insurance, retirement plans, etc are rarely offered and are largely dependent on the length of the internship (e.g. if the internship lasts 1 year or more, the intern may become eligible for these types of benefits). However, it is important to note that this figure may change significantly as the requirements of the Affordable Care Act become more widely implemented by employers. A few organizations indicate they offer subsidized housing, but usually only in cases where relocation is necessary Job postings on college graduate/intern focused job boards or websites are the most common sources of intern & new graduate recruitment. o o Despite this focus on online recruitment, building relationships with college/university professors, career fairs and other more traditional, face-to-face methods of recruitment remain strong In terms of social media recruiting sites, organizations use both Facebook and LinkedIn at the same rate (20%) when looking for interns. However, when looking for recent graduates, LinkedIn is a more common tool (26%) over Facebook (12%). Major, interpersonal/communication skills, academic year, professionalism, and work ethic are all common criteria used to hire interns. Recent graduates are evaluated on a similar set of criteria, with the exception of academic year. In addition, organizations tend to place more focus on prior work-experience when evaluating potential hires who are new graduates. Most organizations treat interns and new graduate hires similarly to other new employees with the vast majority providing one or more support mechanisms such as an orientation within their first week of employment and regular feedback and coaching. o One difference between the support given to interns and new graduates is that the later group tends to participate in more formalized professional development activities (i.e. performance evaluation and formal training sessions), while the former group participates in less formal programs (e.g. a mentor). Project coordinator management is the most common duty assigned to interns at an average of 36% of the intern s total time, followed by analytical problem solving at 33%. About one-third of organizations indicated they assigned interns other duties, which could include anything from physical labor to working directly with clients to learning/development projects. Aside from offering employment to interns, the most common way that employers continue to engage interns is to simply keep in contact with them (56%). Rehiring interns is also popular at about 50%. Over three-quarters of employers (77%) offer at least some of their interns employment at the conclusion of the internship period. o Of those that did not, the most common reason continues to be a lack of open positions (63%) ERC,

7 Employment Practices Organizations with structured/formal internship programs Figure 1 All breakouts Percent All Organizations 62% Industry Manufacturing 59% Non-Manufacturing 62% Non-Profit 71% Organizational Size % % % Over % ERC,

8 Organizations planning to make modifications to internship programs in 2014 Figure 2 All organizations All Organizations Maintain number of interns 34% Increase number of interns 53% Have not hired interns 4% Reduce number of interns 1% Eliminate all interns 9% Figure 2a Industry Manufacturing Non-Manufacturing Non-Profit Maintain number of interns 28% 26% 50% Increase number of interns 55% 61% 47% Have not hired interns 5% 2% 0% Reduce number of interns 3% 0% 0% Eliminate all interns 10% 11% 3% Figure 2b Organizational size Over 500 Maintain number of interns 27% 38% 27% 42% Increase number of interns 58% 49% 73% 47% Have not hired interns 2% 0% 0% 11% Reduce number of interns 0% 3% 0% 0% Eliminate all interns 13% 11% 0% 0% ERC,

9 Organizations in the process of hiring or planning to hire new college graduates in 2014 Figure 3 All breakouts Percent All Organizations 61% Industry Manufacturing 75% Non-Manufacturing 61% Non-Profit 39% Organizational Size % % % Over % ERC,

10 Number of interns typically employed by an organization each year Figure 4 All organizations All Organizations 1 3 interns 42% 4 6 interns 21% 7 10 interns 11% More than 10 interns 17% Have not hired interns 9% Figure 4a Industry Manufacturing Non-Manufacturing Non-Profit 1 3 interns 44% 49% 35% 4 6 interns 22% 15% 26% 7 10 interns 7% 15% 6% More than 10 interns 15% 11% 26% Have not hired interns 12% 11% 6% Figure 4b Organizational size Over interns 49% 54% 38% 16% 4 6 interns 22% 15% 31% 16% 7 10 interns 9% 10% 13% 11% More than 10 interns 4% 8% 19% 58% Have not hired interns 16% 13% 0% 0% ERC,

11 Organizations that have hired non-traditional* student s as interns Figure 5 All breakouts Percent All Organizations 47% Industry Manufacturing 32% Non-Manufacturing 41% Non-Profit 65% Organizational Size % % % Over % *Note: a non-traditional student is defined as a student age 25 or older ERC,

12 Organizations that have hired international students Figure 6 All breakouts Percent All Organizations 34% Industry Manufacturing 34% Non-Manufacturing 20% Non-Profit 52% Organizational Size % % % Over % ERC,

13 Primary reasons organizations use interns Figure 7 All organizations All Organizations To develop a talent pipeline 74% To assist with special project work 60% To obtai n affordable workforce support 44% To increase exposure at local colleges and universities 44% To test potential employees before hiring them 44% To solicit creative/innovative input 32% To improve retention of new college graduates in Northeast Ohio 31% To provide administrative support 21% To develop supervisory skills 14% Do not currently hire interns 6% To fulfill part of the organization s mission 3% ERC,

14 Figure 7a Industry Manufacturing Non-Manufacturing Non-Profit To develop a talent pipeline 78% 79% 55% To assist with special project work 54% 53% 74% To obtain affordable workforce support 41% 47% 42% To increase exposure at local colleges and universities 34% 51% 42% To test potential employees before hiring them 49% 55% 23% To solicit creative/innovative input 27% 28% 52% To improve retention of new college graduates in Northeast Ohio 32% 32% 29% To provide administrative support 10% 23% 29% To develop supervisory skills 7% 13% 16% Do not currently hire interns 10% 6% 3% To fulfill part of the organization s mission 0% 2% 10% Figure 7b Organizational size Over 500 To develop a talent pipeline 62% 64% 94% 95% To assist with special project work 60% 64% 56% 47% To obtain affordable workforce support 51% 49% 31% 26% To increase exposure at local colleges and universities 31% 46% 56% 53% To test potential employees before hiring them 47% 33% 44% 63% To solicit creative/innovative input 38% 31% 19% 42% To improve retention of new college graduates in Northeast Ohio 36% 18% 25% 53% To provide administrative support 22% 23% 13% 16% To develop supervisory skills 9% 18% 6% 11% Do not currently hire interns 11% 8% 0% 0% To fulfill part of the organization s mission 4% 5% 0% 0% ERC,

15 Organizations that provide interns a job description with a set of defined responsibilities Figure 8 All breakouts Percent All Organizations 72% Industry Manufacturing 64% Non-Manufacturing 77% Non-Profit 77% Org anizational Size % % % Over % ERC,

16 Types of benefits offered to interns Figure 9 All organizations All Organizations Pay for or allow intern(s) to attend organization s social events 41% Rewards and recognition (i.e. gift cards, peer recognition) 32% On-site perks (i.e. cafeteria, fitness center) 22% Pay for or allow intern(s) to attend networking events 21% Paid holidays 16% Other external training opportunities 8% Subsidized housing 8% Subsidized parking 8% Performance incentives (i.e. cash bonuses) 8% Credit towards benefits for time worked if hired after graduation 8% Leaves of absence 5% 401(k)/403(b) 4% Paid sick days/time off 3% Health insurance 3% Bus pass or gas card 2% Tuition reimbursement 2% Flexible scheduling 2% Pay for college credits 1% Other benefits not specified above 7% No benefits offered to interns 26% ERC,

17 Figure 9a Industry Manufacturing Non-Manufacturing Non-Profit Pay for or allow intern(s) to attend organization's social events 41% 47% 39% Rewards and recognition (i.e. gift cards, peer recognition) 29% 30% 39% On-site perks (i.e. cafeteria, fitness center) 27% 26% 13% Pay for or allow intern(s) to attend networking events 20% 26% 23% Paid holidays 15% 9% 6% Other external training opportunities 2% 6% 10% Subsidized housing 12% 9% 6% Subsidized parking 10% 4% 6% Performance incentives (i.e. cash bonuses) 10% 11% 3% Credit towards benefits for time worked if hired after graduation 10% 4% 10% Leaves of absence 7% 6% 3% 401(k) / 403(b) 5% 4% 3% Paid sick days/time off 0% 4% 6% Health insurance 2% 2% 6% Bus pass or gas card 0% 0% 3% Tuition reimbursement 2% 0% 3% Flexible scheduling 0% 4% 0% Pay for college credits 2% 0% 0% Other benefits not specified above 22% 32% 19% No benefits offered to interns 7% 4% 10% ERC,

18 Figure 9b Organizational size Over 500 Pay for or allow intern(s) to attend organization's social events 47% 33% 56% 42% Rewards and recognition (i.e. gift cards, peer recognition) 33% 31% 38% 26% On-site perks (i.e. cafeteria, fitness center) 11% 8% 38% 68% Pay for or allow intern(s) to attend networking events 20% 15% 19% 47% Paid holidays 7% 8% 13% 21% Other external training opportunities 2% 3% 13% 16% Subsidized housing 2% 8% 13% 26% Subsidized parking 9% 5% 0% 11% Performance incentives (i.e. cash bonuses) 11% 5% 19% 0% Credit towards benefits for time worked if hired after graduation 4% 5% 13% 16% Leaves of absence 4% 8% 6% 5% 401(k) / 403(b) 0% 3% 0% 21% Paid sick days/time off 2% 3% 0% 11% Health insurance 2% 3% 6% 5% Bus pass or gas card 2% 0% 0% 0% Tuition reimbursement 0% 3% 6% 0% Flexible scheduling 4% 0% 0% 0% Pay for college credits 0% 3% 0% 0% Other benefits not specified above 11% 3% 6% 5% No benefits offered to interns 27% 36% 19% 5% ERC,

19 Other benefits provided to interns Company Apparel Product discounts Participate in wellness program and associated activities; company gifts Onsite professional development opportunities Credit for time worked as co-op towards the bonus program if hired full time Professional Development Programs; Participation in our Emerging Professionals group Letter of Recommendation, College credit where applicable Pass to use YMCA for free Travel/mileage reimbursement for community-based client visits and casework ERC,

20 Sources used to recruit interns Figure 10 All organizations All Organizations Job postings on college/university career center websites 62% Internships 55% Job postings on college graduate/intern focused job boards or websites 54% Building relationships with college/university professors 51% Alumni contacts with college/university 51% Partnerships with college/university career centers 49% Participation in college/university job fairs 47% Faculty referrals 33% Other referrals (i.e. employees, customers, etc) 32% Co-ops 28% NEOintern.net 26% Job postings on general or industry-specific job boards/websites 22% Job postings on OhioMeansJobs or OhioMeansInternships 21% Facebook 20% LinkedIn 20% Twitter 13% Vocational Schools 12% High Schools 9% ERC,

21 Figure 10a Industry Manufacturing Non-Manufacturing Non-Profit Job postings on college/university career center websites 59% 64% 65% Internships 46% 62% 61% Job postings on college graduate/intern focused job boards or websites 41% 57% 65% Building relationships with college/university professors 44% 49% 58% Alumni contacts with college/university 44% 62% 39% Partnerships with college/university career centers 39% 55% 42% Participation in college/university job fairs 41% 49% 39% Faculty referrals 37% 30% 29% Other referrals (i.e. employees, customers, etc) 34% 26% 35% Co-ops 46% 23% 10% NEOintern.net 7% 30% 35% Job postings on general or industry-specific job boards/websites 12% 21% 26% Job postings on OhioMeansJobs or OhioMeansInternships 17% 28% 13% Facebook 12% 15% 39% LinkedIn 17% 28% 13% Twitter 7% 15% 16% Vocational Schools 17% 9% 10% High Schools 10% 4% 10% ERC,

22 Figure 10b Organizational size Over 500 Job postings on college/university career center websites 58% 51% 81% 79% Internships 53% 49% 69% 68% Job postings on college graduate/intern focused job boards or websites 56% 38% 69% 68% Building relationships with college/university professors 56% 33% 56% 63% Alumni contacts with college/university 44% 44% 63% 63% Partnerships with college/university career centers 36% 46% 31% 84% Participation in college/university job fairs 22% 36% 69% 89% Faculty referrals 27% 31% 25% 53% Other referrals (i.e. employees, customers, etc) 31% 23% 44% 37% Co-ops 13% 26% 50% 47% NEOintern.net 38% 18% 6% 16% Job postings on general or industry-specific job boards/websites 16% 21% 13% 32% Job postings on OhioMeansJobs or OhioMeansInternships 20% 15% 13% 37% Facebook 22% 15% 13% 32% LinkedIn 16% 21% 19% 32% Twitter 13% 10% 6% 21% Vocational Schools 4% 18% 13% 16% High Schools 4% 10% 13% 5% Other sources used to recruit interns: Friends/colleagues Agency's website Our own website yields the highest number of intern contacts. Chamber of Commerce involvement Conduct information sessions on campuses. Organizational website Museum-l listserv; AAM website; AASLH website ERC,

23 Sources used to recruit college graduates Figure 11 All organizations All Organizations Job postings on college/university career center websites 41% Alumni contacts with college/university 37% Participation in college/university job fairs 36% Internships 35% Job postings on college graduate/intern focused job boards or websites 35% Building relationships with college/university professors 32% Partnerships with college/university career centers 32% LinkedIn 26% Other referrals (i.e. employees, customers, etc.) 24% Job postings on general or industry-specific job boards/websites 23% Faculty referrals 21% Co-ops 17% Job postings on OhioMeansJobs or OhioMeansInternships 14% Facebook 12% Twitter 9% NEOintern.net 6% Vocational schools 4% ERC,

24 Figure 11a Industry Manufacturing Non-Manufacturing Non-Profit Job postings on college/university career center websites 39% 49% 26% Alumni contacts with college/university 34% 49% 13% Participation in college/university job fairs 32% 43% 23% Internships 27% 49% 19% Job postings on college graduate/intern focused job boards or websites 27% 43% 29% Building relationships with college/university professors 29% 34% 23% Partnerships with college/university career centers 29% 36% 19% LinkedIn 24% 32% 13% Other referrals (i.e. employees, customers, etc.) 27% 26% 13% Job postings on general or industry-specific job boards/websites 20% 17% 23% Faculty referrals 22% 28% 13% Co-ops 27% 17% 10% Job postings on OhioMeansJobs or OhioMeansInternships 12% 17% 10% Facebook 7% 11% 19% Twitter 5% 15% 6% NEOintern.net 0% 9% 10% Vocational schools 2% 2% 6% ERC,

25 Figure 11b Organizational size Over 500 Job postings on college/university career center websites 22% 36% 56% 74% Alumni contacts with college/university 27% 28% 50% 53% Participation in college/university job fairs 16% 26% 50% 79% Internships 29% 23% 38% 63% Job postings on college graduate/intern focused job boards or websites 24% 31% 50% 47% Building relationships with college/university professors 24% 21% 38% 53% Partnerships with college/university career centers 18% 23% 25% 74% LinkedIn 13% 26% 31% 42% Other referrals (i.e. employees, customers, etc.) 18% 13% 50% 32% Job postings on general or industry-specific job boards/websites 11% 15% 25% 42% Faculty referrals 18% 15% 13% 53% Co-ops 7% 15% 25% 47% Job postings on OhioMeansJobs or OhioMeansInternships 7% 15% 19% 21% Facebook 7% 8% 13% 32% Twitter 7% 5% 6% 26% NEOintern.net 9% 5% 0% 5% Vocational schools 0% 3% 6% 11% Other sources used to recruit new graduates: Professional associations Museum-l listserv; AAM website; AASLH website Recruitment s to professional organizations. ERC,

26 Criteria used to hire interns Figure 12 All organizations All Organizations Major 71% Interpersonal/communication skills 56% Academic year 56% Professionalism 55% Internship/co-op 48% Work ethic 47% Career goals 47% Coursework 47% Work experience 45% Grade point average (GPA) 45% Prior internship/co-op experience 40% Involvement in extracurricular activities 29% Projects 29% College/university attended 27% References 26% Location of college/university 24% Business acumen 22% Writing sample 21% Certifications 12% Assessment/testing 8% Study abroad experience 2% ERC,

27 Figure 12a Industry Manufacturing Non-Manufacturing Non-Profit Major 80% 66% 74% Interpersonal/communication skills 56% 45% 65% Academic year 56% 57% 55% Professionalism 49% 57% 58% Internship/co-op 40% 62% 50% Work ethic 49% 45% 48% Career goals 37% 43% 58% Coursework 44% 45% 61% Work experience 41% 40% 48% Grade point average (GPA) 59% 45% 29% Prior internship/co-op experience 44% 30% 42% Involvement in extracurricular activities 29% 28% 29% Projects 32% 28% 29% College/university attended 27% 28% 29% References 29% 17% 42% Location of college/university 27% 21% 23% Business acumen 24% 23% 16% Writing sample 10% 26% 32% Certifications 10% 6% 16% Assessment/testing 10% 9% 3% Study abroad experience 0% 2% 3% ERC,

28 Figure 12b Organizational size Over 500 Major 53% 74% 100% 95% Interpersonal/communication skills 42% 54% 88% 53% Academic year 56% 41% 69% 79% Professionalism 56% 41% 81% 58% Internship/co-op 53% 50% 64% 50% Work ethic 38% 44% 75% 53% Career goals 44% 38% 56% 47% Coursework 42% 44% 75% 53% Work experience 36% 36% 63% 58% Grade point average (GPA) 36% 44% 56% 63% Prior internship/co-op experience 31% 28% 56% 58% Involvement in extracurricular activities 18% 23% 50% 47% Projects 31% 18% 44% 37% College/university attended 22% 26% 19% 53% References 24% 28% 19% 42% Location of college/university 20% 21% 38% 26% Business acumen 18% 13% 25% 47% Writing sample 33% 21% 13% 5% Certifications 13% 8% 6% 11% Assessment/testing 9% 8% 0% 11% Study abroad experience 2% 0% 6% 0% ERC,

29 Other criteria used to hire interns Ability to follow directions for the recruitment process. We request a resume and cover letter. 50% do not send a cover letter. Culture fit is extremely important since we use our interns as a pipeline to permanent hiring Do they show a specific interest in the [Organization Name] and do they specifically answer the question why do they want to be here. Fit of applicant to overall Agency culture, and/or to program needs and focus. Applicants in tune with helping [clients] in a social services and mental health non-profit are favored. Team-players. Character and knowledge of the field. Veteran's Preference Background check Structured Behavioral-based interview ERC,

30 Criteria used to hire new college graduates Figure 13 All organizations All Organizations Major 55% Professionalism 51% Work experience 47% Interpersonal/communication skills 46% Internship/co-op 45% Prior internship/co-op experience 44% Work ethic 42% Coursework 36% Career goals 33% Grade point average (GPA) 31% References 29% Projects 28% Business acumen 25% Involvement in extracurricular activities 23% College/university attended 21% Certifications 19% Assessment/testing 15% Writing sample 14% Location of college/university 8% Study abroad experience 2% ERC,

31 Figure 13a Industry Manufacturing Non-Manufacturing Non-Profit Major 68% 55% 35% Professionalism 46% 62% 39% Work experience 49% 51% 39% Interpersonal/communication skills 46% 51% 32% Internship/co-op 47% 52% 31% Prior internship/co-op experience 44% 47% 32% Work ethic 49% 40% 35% Coursework 32% 53% 19% Career goals 34% 40% 16% Grade point average (GPA) 41% 38% 10% References 32% 26% 29% Projects 29% 36% 19% Business acumen 24% 30% 13% Involvement in extracurricular activities 32% 23% 13% College/university attended 24% 26% 10% Certifications 12% 15% 23% Assessment/testing 17% 19% 10% Writing sample 10% 19% 13% Location of college/university 7% 6% 6% Study abroad experience 0% 2% 3% ERC,

32 Figure 13b Organizational size Over 500 Major 27% 62% 81% 84% Professionalism 40% 49% 69% 63% Work experience 33% 46% 69% 63% Interpersonal/communication skills 31% 44% 69% 58% Internship/co-op 37% 43% 55% 65% Prior internship/co-op experience 27% 36% 69% 68% Work ethic 22% 46% 63% 63% Coursework 29% 26% 69% 53% Career goals 27% 26% 50% 42% Grade point average (GPA) 22% 28% 38% 58% References 20% 28% 19% 58% Projects 27% 18% 44% 47% Business acumen 18% 13% 31% 53% Involvement in extracurricular activities 9% 18% 50% 47% College/university attended 13% 18% 19% 47% Certifications 9% 15% 19% 32% Assessment/testing 18% 13% 0% 32% Writing sample 20% 13% 13% 5% Location of college/university 7% 3% 13% 11% Study abroad experience 2% 0% 6% 0% ERC,

33 Other criteria used to hire new college graduates Veteran's Preference Background check Structured Behavioral-based interview Do they show a specific interest in the [Organization Name] and do they specifically answer the question why do they want to be here. Fit of applicant to overall Agency culture and/or to program needs and focus. Applicants in tune with helping [clients] in a social services and mental health non-profit are favored. Team-players ERC,

34 Criteria used to determine new college graduate salaries Figure 14 All organizations All Organizations Work experience 26% Major 20% Prior internship/co-op experience 20% Professionalism 15% Certifications 14% Work ethic 11% Interpersonal/communication skills 11% Business acumen 8% Grade point average (GPA) 8% Coursework 7% College/university attended 5% Projects 5% Career goals 5% References 5% Academic year 5% Involvement in extracurricular activities 3% Writing sample 2% Assessment/testing 2% Location of college/university 2% Study abroad experience 0% ERC,

35 Figure 14a Industry Manufacturing Non-Manufacturing Non-Profit Work experience 24% 30% 13% Major 24% 19% 13% Prior internship/co-op experience 20% 21% 13% Professionalism 12% 17% 13% Certifications 5% 13% 19% Work ethic 12% 9% 13% Interpersonal/communication skills 7% 17% 3% Business acumen 7% 11% 6% Grade point average (GPA) 10% 15% 0% Coursework 7% 11% 0% College/university attended 7% 4% 0% Projects 2% 6% 3% Career goals 2% 9% 0% References 7% 0% 6% Academic year 3% 8% 4% Involvement in extracurricular activities 0% 6% 0% Writing sample 0% 4% 3% Assessment/testing 2% 2% 3% Location of college/university 5% 0% 0% Study abroad experience 0% 0% 0% ERC,

36 Figure 14b Organizational size Over 500 Work experience 22% 26% 25% 21% Major 13% 18% 19% 37% Prior internship/co-op experience 13% 23% 25% 16% Professionalism 11% 21% 13% 11% Certifications 7% 15% 13% 16% Work ethic 7% 18% 13% 5% Interpersonal/communication skills 9% 10% 19% 5% Business acumen 4% 13% 6% 11% Grade point average (GPA) 11% 8% 6% 11% Coursework 11% 0% 13% 5% College/university attended 4% 3% 6% 5% Projects 2% 8% 6% 0% Career goals 4% 3% 13% 0% References 2% 5% 0% 11% Academic year 8% 7% 0% 0% Involvement in extracurricular activities 0% 5% 6% 0% Writing sample 4% 3% 0% 0% Assessment/testing 0% 5% 0% 5% Location of college/university 0% 0% 6% 5% Study abroad experience 0% 0% 0% 0% Other criteria used to determine salaries for new college graduates Level of degree (undergrad or grad) Structured Behavioral-based interview. ERC,

37 Average cut-off GPAs (if GPA is used as criteria) for hiring interns Figure 15 All breakouts Average All Organizations 2.88 Industry Manufacturing 2.83 Non-Manufacturing 2.91 Non-Profit 2.92 Organizational Size Over ERC,

38 Average cut-off GPAs (if GPA is used as criteria) for hiring new graduates Figure 16 All breakouts Average All Organizations 2.90 Industry Manufacturing 2.88 Non-Manufacturing 2.89 Non-Profit 2.94 Organizational Size Over ERC,

39 Organization s pay structure for interns Figure 17 All organizations All Organizations Annualized salary 2% Hourly wage 67% Set stipend 7% Do not pay interns 17% N/A (do not have interns on staff) 6% Other 2% Figure 17a Industry Manufacturing Non-Manufacturing Non-Profit Annualized salary 2% 2% 0% Hourly wage 80% 83% 33% Set stipend 5% 2% 17% Do not pay interns 0% 4% 47% N/A (do not have interns on staff) 10% 9% 0% Other 2% 0% 3% Figure 17b Organizational size Over 500 Annualized salary 2% 0% 0% 5% Hourly wage 61% 67% 88% 79% Set stipend 9% 8% 0% 5% Do not pay interns 18% 15% 6% 5% N/A (do not have interns on staff) 9% 10% 0% 0% Other 0% 0% 6% 5% ERC,

40 Organizations that recruit from the following colleges for interns Figure 18 All breakouts 2-year colleges (i.e. Tri-C, LCCC) For-profit colleges (i.e. ITT-Tech, Devry University) All Organizations 36% 23% Industry Manufacturing 29% 27% Non-Manufacturing 30% 17% Non-Profit 42% 19% Organizational Size % 20% % 18% % 25% Over % 26% ERC,

41 Organizations that recruit from the following colleges for recent graduates Figure 19 All breakouts 2-year colleges (i.e. Tri-C, LCCC) For-profit colleges (i.e. ITT-Tech, Devry University) All Organizations 21% 20% Industry Manufacturing 20% 22% Non-Manufacturing 19% 15% Non-Profit 13% 16% Organizational Size % 9% % 18% % 19% Over % 37% ERC,

42 Academic year required for internships Figure 20 All organizations All Organizations No specific year 36% Year 1 6% Year 2 30% Year 3 53% Year 4 45% Graduate 29% Figure 20a Industry Manufacturing Non-Manufacturing Non-Profit No specific year 32% 30% 45% Year 1 7% 4% 6% Year 2 41% 23% 23% Year 3 56% 60% 45% Year 4 39% 47% 52% Graduate 22% 23% 45% Figure 20b Organizational size Over 500 No specific year 40% 31% 44% 21% Year 1 4% 5% 0% 16% Year 2 18% 28% 44% 47% Year 3 44% 54% 56% 79% Year 4 44% 44% 44% 53% Graduate 29% 23% 25% 42% ERC,

43 Job levels for which organizations typically hire new graduates Figure 21 All organizations All Organizations Entry-Level 84% Mid-Level/Non-Supervisory 18% Supervisor 0% Manager 0% Figure 21a Industry Manufacturing Non-Manufacturing Non-Profit Entry-Level 93% 87% 68% Mid-Level/Non-Supervisory 22% 6% 23% Supervisor 0% 0% 0% Manager 0% 0% 0% Figure 21b Organizational size Over 500 Entry-Level 73% 87% 100% 89% Mid-Level/Non-Supervisory 13% 15% 19% 21% Supervisor 0% 0% 0% 0% Manager 0% 0% 0% 0% ERC,

44 Organizations that provide interns with the following Figure 22 All organizations All Organizations An orientation within the first week of employment 86% Regular feedback and coaching 80% Access to a mentor 62% Performance evaluation 52% Formal training 44% Figure 22a Industry Manufacturing Non-Manufacturing Non-Profit An orientation within the first week of employment 85% 85% 87% Regular feedback and coaching 71% 85% 84% Access to a mentor 61% 66% 55% Performance evaluation 51% 51% 45% Formal training 41% 40% 52% Figure 22b Organizational size Over 500 An orientation within the first week of employment 80% 79% 100% 100% Regular feedback and coaching 82% 72% 81% 89% Access to a mentor 69% 49% 69% 63% Performance evaluation 49% 36% 50% 79% Formal training 42% 38% 38% 63% ERC,

45 Types of training and development opportunities provided to interns On-boarding and orientations typically last 2-3 weeks to acclimate an intern to the organization and the responsibilities of the position. SolidWorks; Plant tours of meat plants to observe our tools 'in action'; participation in golf leagues and company social activities. Regular training sessions - technical content. Executive Business Discussions. On-the-job training specific to the intern's position. Job Specific On the job training Training and orientation to agency policy and procedures. Subject matter training for working with people with disabilities. Job specific training; safety training Interns are generally provided with on-the-job training. If necessary and available, they are able to attend classroom training. Free online training course library Seminars, webinars, internal professional development meetings Computer business system Interns have a program manager and assignment mgr that are able to provide coaching and feedback; assignments will never be the same two years in a row Future employment Each session we provide a development workshop. Also, some locations provide separate development opportunities. Product and industry training. Direct one-on-one training with experienced staff member. Online training as well Explain our work, operations, systems and have them follow senior staff around to get a better understanding Training on projects they are asked to do New Hire Orientation, On the job training, interaction with experienced workers and upper management, end of the semester presentation on work experience Job specific training. Most interns develop a specific skill set with the projects they work on, such as computer programming, marketing research, and business modeling. Interns are also included in the programs we offer at our company giving them experience in the entrepreneurial space. On the job training ERC,

46 Types of training and development opportunities provided to interns (continued) Interns are trained and receive certification as state certified ombudsman associates and ongoing CEU training Training on various accounting software programs. First day 2 hours of orientation. Then one hour for 2 weeks when they first arrive for one on one questions, daily check in and assignments. After that weekly assignments with 1/2hour follow-up (15 in morning and 15 minutes before leave All associates, even interns, are scheduled for our new hire orientation which could last anywhere from 3 hours to weeks depending on their role. The training consists of department leaders highlighting their departments responsibilities and how they will interface with the intern/new hire. New hires also receive on the job training and depending on their position, may be sent off site to classroom training, or be asked to achieve certain technology certifications. All associates have access to a learning management system as a part of our [Software Name] platform with pre-loaded skill-soft training that they are welcome to utilize. An overview of all our departments and their functions. We provide on the job training on an as-needed basis, but nothing specific. We hire chemistry and microbiology interns and graduates. The training is specific to QC or R&D depending on the area he/she will be working On the Job Training Interns will be provided the opportunity to participate in numerous other activities including an Executive Luncheon, Lab Tour, International Business Luncheon, Team Building Excursion, Social Outing, Community Service Event, and Customer Visits. Additionally, interns will be invited to presentations such as Transitioning from College to Career, Professionalism in the Workplace, and several others. Based off of position. Each program is different with the opportunities for the intern, it also depends on what credentials has. On the job training On the job training Specific to the company and the project assigned. Behavioral training relating to company-wide training courses provided to other employees (Stress management, Time Management, Effective Communications, Compliance training) Online Training. Training through Real-Life Experience and Problem Solving. Structured program, regularly scheduled in-services, copies of all trade association publications, opportunity to attend trade events, mentoring, coaching, etc. Onsite half day workshop on professionalism in the workplace; lunch and learns ERC,

47 Types of training and development opportunities provided to interns (continued) General Online New Hire Training, Online training as assigned by a manager, On the Job Training On the job training with mentor. We also offer workshops to interns during the summer for public speaking and understanding the audience. Safety, specifications, on the job Same training and orientation that all of our new hires receive. Formal 2 week orientation and other various CPE sessions that occur while they are interning. Sales and marketing training. In-house training relative to the organization's operations and the specific project the intern is assigned to. Job search training, resume reviews, career planning Orientation week; assigned a business mentor; ongoing feedback from a guided program. Depending on the operational area could be rotation through various departments; Specific goals; Field trips Interns are provided the unique opportunity to participate in board, committee, and other organizational meetings as well as networking events. Depends on the position. All get a basic training about our organization, health and safety, security, guidelines for dealing with visitors and the public... they also receive basic training about the history of Shaker Heights and our organization. More specific training is given according to the internship type. Interns receive the following courses: Consulting101, Training our services lines and products, they attend Toastmasters at least one time; they participate in industry relevant lunch and learns, they are trained on our software Hands on Training (sales call with mentor, learns our processes by actually learning/working on machines, making our product) Interns receive the same orientation training as all our personnel -- including the same components as advanced clinical and professional staff. Each program or department further trains new hires to their specific areas of work. On the job training. For a specific project, if the intern needs to learn new skills or get an understanding of concepts, we'll pay the intern to get up to speed. On the job training, industry training On site / on the job Training consists of developing a mentor relationship with the intern, and allowing interns to attend our general employee trainings. ERC,

48 Organizations that provide new graduates with the following Figure 23 All organizations All Organizations An orientation within the first week of employment 71% Performance evaluation 65% Regular feedback and coaching 63% Formal training 52% Access to a mentor 47% Figure 23a Industry Manufacturing Non-Manufacturing Non-Profit An orientation within the first week of employment 80% 74% 45% Performance evaluation 71% 68% 45% Regular feedback and coaching 68% 68% 42% Formal training 56% 53% 39% Access to a mentor 54% 57% 16% Figure 23b Organizational size Over 500 An orientation within the first week of employment 49% 74% 81% 95% Performance evaluation 42% 69% 75% 89% Regular feedback and coaching 49% 67% 69% 74% Formal training 38% 51% 56% 74% Access to a mentor 36% 44% 63% 58% ERC,

49 Types of training and development opportunities provided to new college graduates They work with their respective department to complete training based on their speed of learning. Field training with senior level reps. Outside courses as needed. On-going feedback as well as the opportunity to work in multiple departments to learn all aspects of business- not to mention the people within it. Regular training sessions - technical content. Executive Business Discussions. Job Specific On-the-job-training, some external training provided Recent Graduates are provided at least 40 hours of classroom training related to functional training or improving leadership competencies. Continuing education training, certifications, online training course library, tuition reimbursement Seminars, webinars, internal professional development meetings Computer business system, Engineering Computer systems, process engineering, manufacturing system Product and industry training Direct one-on-one training with experienced staff member. Online training as well I provide direct coaching and ask what their goals are to align their work with their interests New Hire Orientation; On the job training Job specific training, professional development seminars or association meetings. Training on various accounting software programs. First week - 3 hours each day of one-on-one side-by-side supervision on new projects. Then one hour for 2 weeks when they first arrive for one on one questions. All associates, even interns, are scheduled for our new hire orientation which could last anywhere from 3 hours to weeks depending on their role. The training consists of department leaders highlighting their departments responsibilities and how they will interface with the intern/new hire. New hires also receive on the job training and depending on their position, may be sent off site to classroom training, or be asked to achieve certain technology certifications. All associates have access to a learning management system as a part of our [Company Name] platform with pre-loaded skill-soft training that they are welcome to utilize. In depth training in all relevant departments. We hire chemistry and microbiology interns and graduates. The training is specific to QC or R&D depending on the area he/she will be working On the Job training; ISO required training; Training specified by supervisor; Tuition reimbursement for further education ERC,

50 Types of training and development opportunities provided to new college graduates (continued) On the job training Based off of position. Presentation skills, sales skills, professional conduct, etc. On the job training. External training if necessary. Internal corporate training. Software training, industry knowledge, job training Assistance with Becker CPA course review. The course is $ Depending on the job. General Online New Hire Training, Online training as assigned by a manager, On the Job Training On the job training with mentor or co-worker. Depending on the job we offer pipeline (marketing, sales, etc) training for skills required to grow in their job. Safety, specifications, on the job, OSHA 10 hour, inspection test Same training and orientation that all of our new hires receive. Formal 2 week orientation and other various CPE sessions that occur while they are interning. Sales and marketing training We have a curriculum of training classes that all new hires into our Rotational Programs have to complete. All classes are particular to not only their technical skill set but also their professional development i.e. Social Styles, Crucial Conversations...etc. Coaching in their in path Depends on the position. All get a basic training about our organization, health and safety, security, guidelines for dealing with visitors and the public... they also receive basic training about the history of [City Name] and our organization. More specific training is given according to job. New hires receive the same orientation training as all our personnel -- including the same components as advanced clinical and professional staff. Each program or department further trains new hires to their specific areas of work. On the job training, industry training On site / on the job We offer extensive trainings to help our employees stay current with their certification requirements. Our orientation begins with a month long training and on-boarding process to help acclimate employees to our agency and field work. Thereafter, we continuously offer and require various trainings to assist with job knowledge, performance and self-care. ERC,

51 Organizations that offer management in training programs for new college graduates Figure 24 All breakouts Percent All Organizations 12% Industry Manufacturing 18% Non-Manufacturing 6% Non-Profit 14% Organizational Size % % % Over % Types of management in training programs: Shop Floor Management/Scheduling Engineering and Operations Management All management Fields All recent graduates receive leadership training focused on leading self and teams as part of their formal development. Engineering, Supply Chain, Finance, IT, HR, Sales, MBAs Rotational program available to our Engineering Fossil/coal plants graduates. Presentation skills, sales skills, professional conduct, etc. Project Management, Customer Relations, Production Management Supervisors Again it depends on the job. Some entry level jobs there is no MTP, we do have some divisions that offer it. Leadership Development, Program in Engineering and Supply Chain. Museums and library sciences Soft skills ERC,

52 Responsibilities of interns' supervisors and mentors Responsibilities of supervisors Figure 25 All organizations All Organizations Assigning or managing projects 87% Providing feedback or coaching 84% Evaluating performance 82% Training or teaching new skills 82% Administrative tasks (signing time sheet, scheduling, etc.) 77% Ensuring that the internship is a learning experience 74% Exposing intern to subject matter experts 67% Figure 25a Industry Manufacturing Non-Manufacturing Non-Profit Assigning or managing projects 83% 89% 87% Providing feedback or coaching 83% 77% 94% Evaluating performance 80% 83% 81% Training or teaching new skills 78% 85% 81% Administrative tasks (signing time sheet, scheduling, etc.) 68% 79% 81% Ensuring that the internship is a learning experience 66% 70% 81% Exposing intern to subject matter experts 68% 68% 65% ERC,

53 Figure 25b Organizational size Over 500 Assigning or managing projects 80% 85% 100% 95% Providing feedback or coaching 73% 87% 94% 89% Evaluating performance 71% 85% 94% 89% Training or teaching new skills 71% 85% 88% 95% Administrative tasks (signing time sheet, scheduling, etc.) 67% 82% 75% 84% Ensuring that the internship is a learning experience 69% 62% 81% 89% Exposing intern to subject matter experts 58% 64% 88% 79% Other supervisory responsibilities: Safety Recommendations for rehire and opinions on next assignment Guide them to developing their own projects Helping intern's produce quality work. ERC,

54 Responsibilities of mentors Figure 25c All organizations All Organizations Providing feedback or coaching 46% Training or teaching new skills 38% Ensuring that the internship is a learning experience 38% Exposing intern to subject matter experts 38% Evaluating performance 22% Assigning or managing projects 19% Administrative tasks (signing time sheet, scheduling, etc.) 7% Figure 25d Industry Manufacturing Non-Manufacturing Non-Profit Providing feedback or coaching 49% 57% 29% Training or teaching new skills 41% 47% 19% Ensuring that the internship is a learning experience 41% 43% 26% Exposing intern to subject matter experts 44% 40% 26% Evaluating performance 29% 23% 10% Assigning or managing projects 24% 17% 16% Administrative tasks (signing time sheet, scheduling, etc.) 7% 6% 3% ERC,