Cash Your Investment by S. A. Eberwein

Author:S. A. Eberwein [S. A. Eberwein]
Language: eng
Format: epub
ISBN: 978-1-61254-937-8
Publisher: Brown Books Publishing Group
Published: 2016-10-15T00:00:00+00:00

Forge new connections: Cash in on your alumni network.

Capitalize on your involvement in group activities.

Exploit your geographic origins.

Explore social media.

Attend on-campus recruiting functions.

Attend job fairs and industry events.

Pursue informational interviews.

Leveraging Your Internship

Undergraduate internships can represent much more than a wellspring of pre-graduation seasoning and accompanying essential resume filler. Assuming your internship employer offers sufficiently enticing possibilities for career-inaugurating, full-time employment, the firm conceivably yields prime terrain for you to mine for gainful post-commencement opportunities, depending upon your particular circumstances. If the company maintains a need for your entry-level labor and favors an extension of your services as a result of your workplace execution and seamless assimilation into the corporate environment, you potentially need not delve any further in order to nail down a promising future within the professional expanse.

Akin to procuring employment via networking, garnering full-time, post-graduation entry into your internship employer renders advantages for both firm and new hire. From the company perspective, elevating internal candidates into the full-time workforce cuts down on recruiting risk. As I discussed earlier in the chapter, in advancing unseasoned but known commodities into the permanent labor force, employers neutralize the perils and uncertainties inherent in the enlistment of new staff into their full-time domains. The information they maintain on the in-house hopefuls they graduate into their regular ranks ensures that they make the right call in their hiring determinations and greatly diminishes their odds of bringing aboard unsound new recruits. Obviously, employers recruiting outside the firm harbor no such knowledge on the fresh enlistments they reel in and, as a result, assume greater risk. Of course, employers possess no infallible means of predicting the workplace dexterity of applicants drafted externally prior to tendering them binding offers for their services and inking their signatures on the dotted line. Recall from earlier in the chapter the handful of lackluster office mates I rubbed elbows with in the workplace during only two years of service time with my first employer after college. Surely my superiors would have welcomed the opportunity to revisit their original decision making and take a do-over on these regrettable hiring miscues.

Moreover, as I have delineated, rectifying entry-level personnel deficiencies in such fashion enables employers to lock up the services of blue-chip prospects without the customary ensnarement in tiresome, resource-consuming—and by no means flawless—applicant-screening procedures. Promoting qualified in-house candidates from within simply eliminates the need for companies to jump through the usual cumbersome hoops and to commit substantial firm resources to the vetting process for new hires. The streamlined hiring curve that results conserves precious company time and curbs the expenditure of finite financial and human capital.

The kicking upstairs of homegrown hopefuls into the full-time battery also reduces the necessary level of employer investment in their training prior to their deployment to the front company lines. The lion’s share of employers, particularly among the more sizeable entities, commonly consign their fresh enlistments into expedient training vehicles prior to their assuming the reins of their new full-time posts. Already more or less acclimated to

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