The 1 Church, 1 Job, 1 Young Black Man Working Program
In times of economic strain, our whole community suffers from the complications of unemployment. In an effort to develop a new model of community outreach and economic sustainability, The Black«Star Project will soon launch the 1 Church, 1 Job program. It is estimated that inChicago alone there are approximately 10,000 churches. The Black«Star Project will offer the opportunity to participate in this program to as many churches as are willing. During this five-week program, young, jobless African Americans participating will receive a salary of $1000, job training and administrative mentoring throughout, and valuable work experience to draw from in the future.
By the end of the five-week program, all those who participate will gain something valuable. The workers, in addition to the five weeks of steady salary, will develop the skills and knowledge they need to pursue lasting employment. The churches will strengthen their community by keeping young people away from extra-legal forms of income, violence, and joblessness. Businesses will gain cheaper labor, informed workers, and federal recognition. Finally, those governmental bodies offering their support will help combat the problems they’ve been appointed to solve.
Tips for Churches and Businesses on Creating Effective Summer Job Opportunities and Internships
Due to the training nature of an internship, it is imperative that interns are provided with sufficient supervision. Considerable time investment will be needed, especially on the front-end, to plan for and implement necessary training. It is also recommended that the supervisor plan ongoing weekly meetings to stay up-to-date with the intern’s progress. Use care in identifying a seasoned staff member who “buys in” to the importance of utilizing interns. The person should realize that the purpose of an internship is two-fold. Interns will provide some useful assistance for the organization while also gaining on-the-job training that will assist them with their future career search.
Gone are the days of using interns as simple “go-fers”. Students are seeking opportunities that will stimulate them and provide real experience. A good internship program will ensure the assignment of challenging projects and tasks. Effective assignments are coupled with adequate supervision so as to provide an information resource and to ensure interns are keeping pace. Be sure to have some additional projects available in case an intern successfully completes a project ahead of schedule. Whenever possible, try to include the intern in organization events such as staff meetings and allow opportunities for networking and informational interviewing with key personnel.
Equal Employment Opportunity laws apply to the hiring of student interns. You will want to check with your state to see if workers’ compensation laws cover interns. Just as you would a regular employee, it is important to provide interns with information on your safety and harassment policies, as employers may be held liable for intern safety and harassment issues. In general, student interns fall into an “at will” employment status and may be terminated for poor conduct.
Documentation is very important for effective learning to take place. It is strongly advisable that an employer and intern create mutually agreed upon learning objectives. Well documented learning objectives provide clear direction and targeted goals for the intern. This ensures both parties envision the same experience and reduces the possibility of misunderstanding and disappointment. Effective learning objectives are concise and measurable.
An example of a measurable learning objective:
The intern will produce a marketing plan for XYZ product line.
An example of an immeasurable learning objective:
The intern will receive an understanding of our marketing concepts.
It is a good idea to also document other aspects of your internship program. This may include your internship program mission, internship job descriptions, eligibility and application requirements, compensation structures, supervisory roles, and supervisor/intern evaluations.
In most instances, the intern’s school will require the above information if the intern is receiving college credit for the experience. Additional forms beyond those stated above and/or agreements may be necessary for college credit depending on the school’s requirements.
Ensure Interns Feel Welcome
Just as you would a new full-time employee, it is very important that interns be provided with a warm introduction to your organization. Not only are interns new to your organization, in many cases, they are new to the professional world of work. Before interns arrive, be sure to provide them with any necessary housing, transportation, parking and/or dress code information. Once interns start, they should review necessary policies (i.e., work hours, missing work, harassment, safety, etc.). Acquaint them to their work space and environment by introducing them to co-workers. Interns should become familiar with your organization’s communication process and chain of accountability. The intern should also know the extent of their job authority and decision-making capabilities. You may even want to plan lunch activities with various staff members for the first week. Many organizations plan intern group outings and special events to recognize interns’ accomplishments.
Evaluation An internship can only be a true learning experience if constructive feedback is provided. An effective evaluation will focus on the interns’ learning objectives that were identified at the start of the internship. Supervisors should take time to evaluate both a student’s positive accomplishments and weaknesses. If an intern was unable to meet their learning objectives, suggestions for improvement should be given.
In conclusion, utilizing interns in your organization can result in many benefits. It is important to do some careful planning before creating your internship program. You can be sure to continue recruiting from your pool of internship candidates and foster positive public relations by implementing an effective, thorough internship program.
Internships: Tips for employers on starting an internship program. [10 paragraphs]. National Association of Colleges and Employers: Jobweb, HR/Staffing Professional’s Desktop, Tools and Publications [Website]. Available: http://www.jobweb.org/hr/interntips.htm
Patterson, V. (1997). The employers’ guide: Successful intern/co-op programs. Journal of Career Planning and Employment, Winter, 30-34, 55-56, 58-59.
Categories: racism, racism is white supremacy is racism, white supremacy
Tags: 9 areas of people activity, africa, African, African psychological revolution, anti-black, anti-blackness, black love is a revolutionary act, black men, Black people, black relationships, black women, Business, c.o.w.s., context of white supremacy, counter-racism, discrimination, Employment, Entry Level and Internships, genocide, global system of white supremacy, Internship, interracial genocide, Job Search, National Association of Colleges, National Association of Colleges and Employers, Nazi, neo-Nazi, Person of color, Problem solving, psychological revolution, Race and ethnicity in the United States Census, racial slurs, racism, racist, replace white supremacy with justice, rwswj, Skype, Talk Radio Network, TalkShoe, the religion of white supremacy, white supremacy, white terror domination, white terrorists, white-on-black crime, white-on-nonwhite crime, Work