wetfeet magazine, fall 2011

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Talkin’ BouT Your GeneraTion

In no way do we condone generational stereotyping. The terms millennial and Generation X themselves seem to carry a negative tone. In general, we tend to avoid them. Really, any term that attempts to lump millions of people together is bound to fall a bit short.

That said, we couldn’t ignore the growing buzz your generation is causing by entering the workforce. And as you can tell by the cover story, Bad Reputation (page 26), the buzz isn’t too positive. More and more we hear employers and career experts talk about how Generation Y is shaking up today’s

workplace: That you’re hard to manage, don’t take feedback well, and don’t respect the conventions of a professional environment.

We decided to look at it from another angle and give some tips on how to avoid playing into these stereotypes. Whether older generations like it or not, the modern workplace is being shaped by how you think and will be forced to evolve based on the expectations you have for a career. But don’t expect older colleagues to bend to your will. If you walk in with that attitude, you’re sure to step on some toes, which will only hurt your chances for advancement.

Many of you—if you haven’t already—will get your first taste of the modern workplace by completing an internship. So you’ll see a lot in this issue about internships, especially how to get one that will provide a real boost for your career. Read The Dark Side (page 32) to learn how to avoid being exploited for cheap labor and find an internship that provides substantial experience. In Border Crossing (page 36), you just might find your ticket to an internship overseas.

Before you land an internship, though, you’d better polish up your resume, hone your interview chops, and get to networking; the Insights section (pages 4-9) has all that covered. Once you’re hired, you might be lucky enough to end up in an office where a hoodie and pair of All-Stars is fine and dandy. But if not, make sure to read up on proper business casual (page 8). If it takes a pair of pressed slacks to impress your Baby Boomer boss, so be it.

DENIS WILSON Editor in Chief

EDITOR IN CHIEF Denis WilsonAssociate Editor Liz Seasholtz Staff Writer Dave AllenStaff Writer Emily CallaghanWeb Manager Lindsay HicksArt Director Alexis CookDesigner Holly SiemonSocial Media Intern Julie Feinerman

WETFEET MAGAZINE IS A MEDIA PROPERTY OF UNIVERSUMUniversum's media portfolio also includes the WetFeet Insider Guides, WetFeet.com, Springboardr, InternshipPrograms.com, and CareerTV.

UNIVERSUM1518 Walnut Street, Suite 1800 Philadelphia, PA 19102 215.546.4900 www.universumusa.com

CEO Petter NylanderGlobal Director of Media Karin Almcrantz

UNIVERSITY RELATIONS, MARKETING, AND DISTRIbUTIONJonas BarckKristina MatthewsChristopher Campellone

For information about advertising in Universum publications, please contact Merritt Carew at [email protected] or 215.546.4900 ext. 107

SALES AND ADVERTISINGKarl-Johan HasselstromKortney KutsopEmma Moretzsohn

Entire contents copyright 2011, UniversumAll rights reserved.

Universum’s goal is to improve communication and understanding between employers and young professionals. Our annual Undergraduate, MBA, Diversity, and Young Professional surveys are answered by more than 300,000 people in 31 countries.

L e t t e r from the

e d i to r

InsIghts

04 What I Didn’t Learn in College

06 Cultivate Your Contacts

07 Acing the Informational Interview

08 Business Casual

09 Why Your Resume Got Tossed

FEAtUREs

26 bAD REPUTATION As Gen Y enters the workplace, older colleagues are expecting the worst. Here’s how to prove them wrong.

32 THE DARK SIDE How to avoid being lured into a treacherous internship.

36 bORDER CROSSING Here’s your passport to interning overseas.

40 ExIT RAMP Wanted! Don’t do like these criminal-minded interns.

26PAGE

C o n t e n t s FALL 2011

10 Internship Rankings

12 EMPLOYEE PROFILES: Biogen Idec, Liberty Mutual, Morgan Stanley, TE Connectivity, The Hartford, UBS, Unilever

SPonSoreD ConTenT

cover and contents photos: SArAh NuErNbErGEr (www.sarahnuernberger.com)

www.sarahnuernberger.com

4 WETFEET | FALL 2011

It turns out, runnIng a start-up is a lot like what Luke Skywalker faces in the film Star Wars. Despite being overwhelmed and inexperienced, Skywalker dives in, learns fast, and achieves interplanetary glory. Skywalker’s transformation from wide-eyed farm boy to savior

of the galaxy has been an inspiration for Josh Shabtai, CEO and found-er of Vertigore Games. In 2010, when Shabtai starting developing his first title, the iPhone app Star Wars Arcade: Falcon Gunner, he was still a novice game designer. He had produced a few small-scale design projects—mostly for his friends’ and his own amusement—but certainly nothing for mass consumption. Shabtai soon realized his experience in advertising and public relations could be applied to game design. He started to see the marketing campaigns he conducts as real-world games where he’s responsible for getting the attention of consumers, keeping them engaged, and guiding them toward a desired result. By combining marketing know-how with his understanding of what makes gamers tick, Shabtai was able to design a game that users pick up and stay hooked on until finishing the final level. But simply designing a successful game isn’t enough to get it to market. Shabtai learned that it’s critical to be able to effectively commu-nicate your dreams to those in a position to make them reality. “If you want to make something happen, you’ve got to show people you have more than just an idea,” says Shabtai. Indeed, Shabtai had a bold idea for Falcon Gunner: he wanted create an “augmented reality” game in which computer graphics are layered upon a camera view of the player’s surroundings. But conveying this vision to THQ, the video game publisher that ultimately approved and licensed Falcon Gunner, required drafting a 40-page design document that outlined the entire structure of the game, the menu screen, plus a one-level demo. Above all, thorough dedication was imperative to the success of Falcon Gunner. Just to reach the presentation stage, Shabtai pulled frequent all-nighters supervising the design team, on top of his day job as a media strategist. When pursuing a side project, you have to be prepared to make some sacrifices in your personal life, says Shabtai. “If not, you’re going to find so many reasons to give up.”

i N S i G H t SFALL 2011

READ MORE AT WETFEET.COM

WHAT I didN't LEARN IN COLLEGEJ o s h s h a b t a iA g E 3 2t I t l E F o u n d e r a n d C e o , V e r t I g o r e g a m e sD E g R E E B o s t o n u n I V e r s I t y , m a s s C o m m u n I C a t I o n , 2 0 0 1

by Dave Allen

www.wetfeet.com

p h o t o s B Y r A Y O N r I C h A r D S

i n s i G h t s


DO I NEED A BUSINESS

CARD ?>the short answer to this question

is “yes.” even if you don’t have a full-time position, a business card shows that you take your career seriously and will help you stand

out from the competition.

5 W A y s t o s h o W y o U m E A n

B U s I n E s s

1 . F U l l n A m E

2 . t A g l I n E as a student, your tagline should

consist of two to three words that describe who you are, what your career goals are, or what you can

offer an employer. example: Creative Software Engineer.

3 . C o n t A C t I n F o Include your phone number,

professional email address, and current mailing address.

4 . l I n k s Here’s the place to list the urL of

your LinkedIn profile, blog, website, or twitter account. But don’t overdo

it: two or three links is plenty. and take care to link only to sites that you update regularly and that are

intended for recruiters’ eyes.

5 . l o g o a personalized logo adds

character to an otherwise drab affair. If you feel unqualified, ask someone with design expertise to whip up a graphic that fits you—

even if it’s a simple monogram.

b o N U s

Q U i c k R e s p o N s e c o d e A QR code is a two-dimensional

barcode that recruiters can scan with a smartphone to quickly visit the site of your choice. Though including one is certainly not the norm, it will show

that you’re a tech-savvy early adopter. The codes are a bit unsightly, however, so you’ll probably want to place yours on the card’s back side. Free QR-code

generators can be found online.

s o yoU’vE pRoWlED thE lAtEst on-campus recruiting event or career fair and gathered a cache of business cards. Don’t just toss those into a desk drawer to gather dust.

Each one represents a potentially valuable link in your growing network. ¶ Following up with contacts while they’re still fresh is the best way to build an otherwise passing encounter into an enduring relationship. Unfortunately, many students tend to halt their networking efforts once they exchange information, says Heather Huhman, author of Lies, Damned Lies & Internships: The Truth About Getting from Classroom to Cubicle. “Networking means taking that extra step and building the relationship,” says Huhman. With that in mind, she helped us come up with a few tips for writing the perfect follow-up email.

Make a ConneCtion When following up with new contacts, start the email with a reminder of where you met—an alumni event, a recruiter meet-and-greet, etc. “Unfortunately, it’s something people forget to mention and may leave the [contact] confused,” says Huhman. Also, try to mention a detail that will help the contact recall your particular interaction. It could be as simple as a humorous moment you shared or a factoid related to your conversation. Hopefully, she’ll connect a face with your name.

ProMote reCiProCity Relationships are a two-way street, so asking for something without giving in return is bad form. Huhman suggests passing along a potential client or article of interest. If you can offer useful information or connect your contact with someone, he’ll start to see the relationship as mutually beneficial, strengthening the bond.

Continue the Conversation Did your connection ask you a question you didn’t know the answer to when you first spoke? Supply any follow-up information in your email. This will show you were paying attention and that you care enough to answer questions after the fact.

Call to aCtion “It is important to keep the relationship going,” says Huhman. At the end of the email, try to initiate further exchanges. Offer to buy a cup of coffee or try to schedule a phone call or informational interview. At the very least, make a note to email your contact if you discover a relevant article or if you hear of her good fortune in the news—anything to stay on her radar.

VISIT WETFEET.COM FOR MORE NETWORKING TIPS

by Julie Feinerman

Savvy Follow-Up Emails Will Help Your Network Thrive

C u lt i v at e y o u r C o n ta C t s

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WETFEET | FALL 2011 7

1 SAY “HOWDY!”

Whether you’re pursuing a job in pizza delivery or investment banking, you should get a first-hand account of what the position entails. Once you find a connection in your desired field—through family, friends, school, or work—it’s time to make contact. Shoot them an email mentioning the mutual connection, and request a brief, 20 to 30-minute informational interview.

2 LOCATION, LOCATION, LOCATION

You can really benefit from interviewing someone in his or her natural environment—for instance, speaking with a fashion designer in her studio. But at the end of the day, the location is up to

the individual you’re interviewing, says Carr. “As the person requesting the interview, you should allow them to decide where they will be comfortable.” If your meeting is over lunch or a cup of coffee, offer to pay as a token of appreciation.

3 WHAT TO ASK

You should prepare a whole slew of questions that are specific to your chosen field, but to get you started, here are four time-tested queries: how did you get into this field? What do you love about your job? What are some of the chal-

lenges of your job? What type of person

should NOT pursue this career?

4 WHAT NOT TO ASK

This is not—repeat, not—a job interview, so don’t ask for a job. Your interviewee is already doing you a favor by speaking with you, so unless they offer you further connections, job openings at their company, or to pass along your resume, don’t ask for them.

5 FOLLOW UP

After shaking their hand and thanking your inter-viewee for meeting you, you should always follow up as you would to a normal interview: by sending a thank you note, either via email or the old fashioned way, through the mail. Besides thanking them for their time, try to recall a personal tidbit from your discussion to personalize the message.

D r o P P i n G B o M B sHow to recover from cursing in an interview

yoU knoW hoW to network and are familiar with the traditional job interview, so the informational interview, which combines aspects of both, should be a snap. “It’s less intimidating than networking, and less high-pressure than an interview,” says Lissy Carr, expert on informational interviews and founder of So Whaddya Do. ¶ Fundamentally, an informational interview is an information gathering session. The goal is simple: discover what someone does. Here’s how:

i n s i G h t s

You’re halfway through an interview and everything is going well: You nailed the “biggest weakness” question, the recruiter seems impressed with your portfolio, and you’ve bonded over your mutual March Madness obsession. You’re so comfortable, in fact, that you forget you’re not on the campus green and let an expletive slip out.

Now what?

First, don’t pretend it didn’t happen. Your interviewer may not have blinked, but make no mistake, she caught it. Second, no matter if it’s “hell” or the f-bomb, you need to apologize immediately. Recruiters agree that unapologetic swearing shows a lack of judgment and speaks to how professional a candidate will be with clients.

Once you’ve apologized for your colorful language, gain composure and fi nish your response. People make mistakes all the time, but they show their true nature by how gracefully they recover.

Just don’t let that $h*t happen again!

by Liz Seasholtz

5 Steps to Acing an Informational Interview You’re halfway through an

GO TO WETFEET.COM FOR MORE TIPS ON HOW TO DRESS

thoUgh It WAs IntEnDED to make life simple, “business casual” is such a fl exible term that it’s actually cause for confusion. When Barbara in accounting is wearing what looks like a nightgown and Jim in sales is donning a jacket with cuff links and a tie, it’s hard to tell what’s appropriate and what’s not. ¶ We thought it was time to clear the air, so we enlisted Lauren Solomon of LS Image Associates to help provide some hard-and-fast guidelines for putting together a decent, respectable business-casual outfi t. Follow these tips and you’ll be sure to avoid any embarrassing wardrobe malfunctions.

BUSINESS CASUAL

by Emily Callaghan

>> The suit might make the man, but it might also make him melt in the hot summer sun. Thankfully, business casual was invented to make room for more comfortable work attire.

JA C k Et While a jacket isn’t mandatory in many business-casual situations, adding a simple, fitted sport coat or blazer instantly pulls an outfit together. And for those who have neglected the gym, a jacket can be used to mask those extra pounds, says Solomon.

shIR t A solid or conservatively patterned, wrinkle-free dress shirt—either the kind that comes folded in plastic wrap or an off-the-rack button-up—is the standard. (You can omit the tie here.) Polo shirts, while technically business casual, don’t serve their wearers well. “After one washing, the collars tend to curl and wear,” says Solomon.

pA nts Solomon recommends a pressed, neat, and simple pair of dress pants. “Not necessarily a suit pant, but a step up from khakis,” she says. If you go the khaki route, make sure the pants are pressed, long enough, and free of cargo pockets. Jeans, no matter how much you paid for them, are not business casual.

BElt + shoEs Here’s an easy rule: If you have belt loops, you must wear a belt. Coordinating belts and shoes—black with black and brown with brown—demonstrates your attention to detail, says Solomon. Shoes that tie, buckle, or slip on are all options, as long as they’re clean and scuff-free.

BA g While backpacks are practical, they don’t exactly convey professionalism. “The messenger bag, in leather or an eco-fabric, is great, and won’t untuck your clothes in the process,” says Solomon.

shIRt Everything from long-sleeved button-ups or shell/cardigan combos to short-sleeved silk blouses is fine. But keep an eye on overexposure. “Nothing too sheer, nothing too revealing, nothing that would become the focus of conversation,” says Solomon.

JACkEts A tailored jacket will kick any outfit up a notch. And since a jacket can be worn over a basic tank or tee, essentially functioning as a dress shirt, ladies have more flexibility in styles, cuts, and colors than men. Also, matching your jacket to your bottom is not essential. That said, try to be a bit conservative when mixing and matching.

pAnts + skIRt The skirt or pants of your interview suit are safe bets, but various less-formal options, from pressed khakis to colorful cotton skirts, are also fine. Just be sure they aren’t too snug. “When you sit down, your skirt rises 3 inches,” says Solomon. “You don’t want to look like you only have a napkin in your lap.”

shoEs Toes are an issue. While Solomon recommends closed-toe shoes for more formal industries (paired with hose, on that note), peep-toe shoes with a tiny cutout will also work. But open-toe strappy sandals? Not an option, no matter the temperature.

BAg Lugging a laptop is the norm these days, so a tote or messenger bag with a laptop sleeve is a sensible choice. Any basic leather or synthetic material will do. Just don’t get too crazy with your colors, steer clear of backpacks, and save your canvas totes for food shopping.

g U y s g A l s

I L L U s t r a t I o n B Y J A S O N L E E

www.wetfeet.com


i n s i G h t s

WHy your resume GOT TOSSEDby The Editors

thE AvERAgE RECRUItER sees 5,000 resumes a year. Any legitimate reason she fi nds to make one disappear makes her life that much easier and yours that much harder. Here top-level recruiters reveal how

candidates blow their chance to get a foot in the door.a r e C r u i t e r W h o r e C e i v e s r e s u M e s i n P R e t t Y P L A s t I C F o L D e R s W i l l l i k e ly t o s s t h e M .”

FOR MORE ADVICE

ON CREATING A KILLER RESUME GO TO WETFEET.COM

... and what you could have done to prevent it

FORMALITY TAKES A VACATION Don’t succumb to the informality of email. “If you send a cover letter by email that starts with ‘Hi,’ it and your resume will

probably end up in the trash,” says Cynthia Shore, senior assistant dean of alumni and external relations at University at Buffalo School of Management. Treat an email as you would a proper letter: Instead of “Hi,” write “Dear Mr. Case.” Instead of “Thanks,” conclude with “Sincerely.”

KEYWORDS ARE OVERUSEDWhile some recruiters—less than 25 per-cent—use scanners to search resumes for sought-after keywords, resumes appear

contrived when candidates consciously try to include them. Squeezing in more keywords by describing a business development position using the words needs assessment and contract analysis, for example, is a misguided strategy. Assume that a person—not a computer—will be reading your resume.

THINGS GET TOO PERSONAL “If you mention your age, we have to trash your resume,” says one HR professional with a venture capital firm.

Since it’s illegal for a company to solicit a candidate’s age, race, or marital status during the hiring process, firms have adopted a “don’t tell” policy to avoid potential bias suits. Many won’t risk even having it handed to them.

IT LOOKS TOO FANCY“A recruiter who receives resumes in pretty plastic folders will likely toss them,” says Dave Opton, CEO

and founder of ExecuNet, an online community for business executives. “I just don’t have time to take the damn things apart.” Another faux pas: Folding a resume so that it fits into a standard business envelope. “They’re easier to store and photocopy if they’re flat,” says Opton. And keep it simple: don’t try to differentiate your resume with boxes, bars, or ornate lettering. When recruiters see a resume that’s designed differently, they think the person’s trying to hide something.

YOU WILL BE GOOGLEDUnless you’ve adjusted your privacy settings, what you say and do on social networks is out there for

all to see, including potential employers. In fact, 45 percent of recruiters use Facebook and Twitter to screen applicants, according to a 2009 CareerBuilder survey of hiring managers. Basically, you have two options when it comes to keeping your online identity spic and span: Remove all incriminating photos and censor your status updates and Tweets, or completely privatize your profiles. Keep in mind, though, that hiring managers could very well be in your network—or be friends with your friends—and thus able to see what you’re trying to keep private.

www.wetfeet.com

PA I D A D V E R T I S E M E N T

TOP INTERNSHIP EMPLOYERS

internshipsesides being the number one way to get your foot in the door at top companies, internships are a great way to find mentors and career advisors. Students value the opportunity that an internship presents to come in contact with experienced people who are willing to offer advice.

It’s not surprising, then, that Google once again came in at number one in the Top 50 Internships Rankings, compiled by research firm Universum. The Internet giant’s internship programs place emphasis on establishing mentorships: according to the company’s website, each new intern is

assigned an employee or “host” who serves to inspire them, oversee their work, help identify project goals, and support the intern’s professional development.

The second- and third-place spots were snagged by Google’s rival, Apple, and aerospace and defense contractor Boeing. Accounting firms Deloitte and Ernst & Young round out the top five, with Deloitte ousting PwC as the 2011 Big Four firm of choice.

The interviews with employees from top companies on the next ten pages reflect the need for mentors in a successful career launch. The employees we interviewed say that much of the knowledge they’ve gained while on the job can be credited to the guidance of good advisors. Take, for instance, Dhruv Pandya from UBS. His manager and mentor during his summer as a UBS intern set up meetings for him with the company’s business leaders and traveled with him to different worksites to better acquaint him with the company. Pandya’s experience shows that guidance from wiser (and maybe older) employees can help you become a stellar intern and land a full-time position after graduation.

B

Featured Companies

biogen idecP.12

Liberty mutuaLP.13

morgan stanLeyP.14-15

te connectivityP.16

the hartFordP.17

ubsP.18-21

TOP INTERNSHIP EMPLOYERS

> The Top Internship rankings are compiled by research firm Universum based on a topical report of 677 U.S. students.

2011toP 50 internshiPs

Microsoft

Amazon

NASA

Adidas

Bank of America Merrill Lynch

IBM

Google1

Apple2

3

3

5

Boeing

Deloitte

Ernst & Young

top Fivetop Five

G

A

B

D

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2

Goldman Sachs

PwC

J.P. Morgan

Walt Disney Company

General Electric

KPMG LLP

BMW

3M

Nike

Accenture

Barclays Capital

Intel

AT&T

Lockheed Martin Corporation

L’Oréal

Procter & Gamble

Johnson & Johnson

IKEA

U.S. Department of Energy

American Airlines

Coach

FBI

Southwest Airlines

Anheuser-Busch InBev

Central Intelligence Agency

Citi

American Express

Bain & Company

DuPont

Facebook

Ford Motor Company

Siemens

Sony

Environmental Protection Agency

Exxon Mobil Corporation

McKinsey & Company

Federal Reserve Bank

Morgan Stanley Gap Inc.

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• Read More @ www.wetfeet.com

Biogen Idec uses cutting-edge science to discover, develop, manufacture, and market therapies for the treatment of seri-ous diseases with a focus on neurological disorders. Founded in 1978, Biogen Idec is the world’s oldest independent bio-technology company. Patients worldwide benefi t from its lead-ing multiple sclerosis therapies, and the company generates more than $4 billion in annual revenues.

Employees: 4,500

Future Coworkers: We look for passion-ate and courageous thinkers in a variety of business and life science disciplines, including biochemistry, fi nance, marketing, immunology, neurol-ogy, hematology, chemical engineering, bioinformatics, and biostatistics. Because we believe a diversity of perspectives and backgrounds leads to better outcomes, we pursue top talent on a global basis.

Q How did you fi rst become interested in

pharmaceuticals?

A I wanted to involve science in my career because it’s always been a strong subject for me. I also wanted a job where I could help people and in biotechnology, I have the opportunity to touch the lives of so many people. As a doctor, you only can interact with the patients that come into your office, but in biotechnology you can help many more through medicine. For instance, my boyfriend’s aunt takes one of the drugs we manufacture, so the fact that I could help his family member really drew me to the company.

Q What surprised you the most when

you started?

A The amount of detail involved in making a drug. In school we learn


amanda mcKibbin• Position: Associate in Quality Assurance

Group, Batch Disposition Group• Education: Campbell University,

pharmaceutical sciences, 2011

A manda McKibbin heard about Biogen Idec’s intern-ship opportunities at a career fair for the International Society of Pharmaceutical Engineers. At the fair, McKibbin

spoke to an HR director about starting a career at Biogen Idec, and lined up an interview for the following week. One year later, she’s a full-time employee and works everyday to help fi nd therapies in neurology, immunology, and hemophilia to help improve the lives of people worldwide.

the process of researching, testing, manufacturing, testing again, then releasing the drug, but I didn’t understand how many details and how many groups of people are involved in those individual steps. It’s a lot more than you learn in school, and things change everyday so you need to adapt to those changes.

Q How is being a full-time employee

different from an intern?

A The responsibility is defi nitely different: My plate is a lot fuller, my

phone rings more, and my email fi lls up quicker. As a full-time employee, people are calling me for answers, while as an intern, I was the one asking the questions. Being full-time has also allowed me to mentor the interns we have this summer, which I like because I was in their shoes last year.

Q What is the biggest challenge you

face?

A The biggest challenge for me is that I’m the type of person that likes to get everything done on time, but things change on a regular basis. I may come in with a plan but I get pulled away from those responsibilities to go help with something else.

Q What is the biggest misconception

about Biogen Idec?

A A misconception about not just our company but healthcare companies in general is they are just out to make money. Once you meet the people that work here, you realize that’s not what it’s about. We want people to live a better life. We are passionate about what we do and take pride in everything we do.

FIND OUT MORE:

www.biogenidec.com/careers

Biogen idec

Key Facts

“I wanted a job where I could help

people and in biotechnology, I have the oppor-tunity to touch the lives of so many people.”

phot

o: D

an C

raw

ford

www.wetfeet.com

www.biogenidec.com/careers

13

As one of the world’s largest property and casualty insurers, Liberty Mutual Group offers a wide range of insurance products and services. We help restore lives, and whenever possible, use our knowledge base, employee talent, and research capabilities to help prevent accidents and injuries from happening.

Employees: 45,000 globally

Future Coworkers: Liberty Mutual is looking for candidates with strong business and fi nancial acumen, analytic thinking, leadership skills, and an understanding of a customer-facing business.

Q How did you fi rst become interested

in sales?

A I became interested in sales during my junior year of college because I needed some business-related courses for economics. Through my marketing course I learned about my school’s Program for Sales Leadership, which is a series of courses aimed to develop future sales leaders. Liberty Mutual is a sponsor of the program. I attended a career forum through the Program, and the Liberty Mutual area manager and branch manager came to the forum and presented their internship programs. I applied, got accepted, and interned the summer after my junior year.

TOP EMPLOYER | internshipsPA I D A D V E R T I S E M E N T

ashley tranquist• Position: Sales Associate

• Education: The University of Connecticut, economics, 2011

As a sales associate at Liberty Mutual, the company’s mission of helping restore lives is never far from Ashley Tranquist’s heart. That’s why this winter she

was chosen, along with 10 other students, to fl y to California and help restore parts of the Angeles National Forest that were devastated by the 2009 wildfi res. Besides cleaning river beds and repairing a volunteer house, Ashley’s team and 40 additional Liberty Mutual employees planted 250 trees in just fi ve hours—a task that would have taken forest rangers three weeks to accomplish.

Q What do you think made you stand out

as an internship candidate?

A As an internship candidate, I had demonstrated my leadership capabilities through organizations in college, which I think helped my candidacy. I was also very eager to join the company and learn everything they had to offer—I was and still am very trainable, which is important.

Q What surprised you when you started?

A When I fi rst started I was amazed at how well everyone worked together. I had a preconceived notion that in the sales world, representatives would step on each others’ toes, be competitive, and try to be the most successful. In reality, Liberty has a great teaming aspect and everyone supports one another.

Q Can you tell us about a fun project

you’ve been involved with?

A When I was interning, I participated in Liberty Mutual’s Responsible Scholars community project and I worked with university relations group to help restore parts of the Angeles National Forest in southern California that were devastated by the California wild fi res. It was one week, ten college students, and an awesome experience.


about your company?

A Insurance is about helping people rebuild their lives after disaster and people outside the insurance industry often forget that.

FIND OUT MORE:

www.libertymutualgroup.com/careers

“As an intern, I was very

eager to join the company

and learn everything theyhad to offer.”

Liberty mutual

Key Facts

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o: A

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reira

www.libertymutualgroup.com/careers



equity research?

A I read an article about a well-known retail analyst and I thought it was a really interesting career—combining her knowledge of the retail industry within a financial framework. She commented on using weather trends to get an early read on retailers’ results. For instance, those caught with too many sweaters in an unseasonably warm winter could be stuck with too much inventory that no one is buying. I was just fascinated by it.

Q What are you most proud about in your

work?

A One project I’m most proud of is one I actually started as an intern. It was to create a home video industry model that historically recorded the relative sizes of the DVD, video on-


Cynthia rupeka• Position: Associate in Equity Research• Education: New York University, fi nance

and international business, 2008

A s an equity research associate at Morgan Stanley, Cynthia Rupeka researches revenue trends for a portfolio of media stocks, so the fi rm can advise investors on how

stocks will perform. Her projects have included researching topics like how digital fi lm will affect the DVD market, and box offi ce projections for the upcoming year—which included watching movie trailers for two days straight!

demand, and digital fi lm markets and included a forecast of when DVD revenues would be replaced by digital alternatives. When I joined full-time, I was responsible for maintaining that model and being the lead associate on our home video research. Coming back full-time, I’ve started working on it again. It’s exciting that something I started as an intern is such an ongoing and interesting project.


about your company?

A I think the biggest misconception

about Morgan Stanley, and about people in fi nance in general, is that we’re a homogenous group of people—everybody has similar education, degrees, and even physical appearance. While there’s always room to improve on diversity initiatives, we’re focused on attracting top candidates, regardless of their background. In order for us to succeed in this global market it’s important that our workforce mirrors the diversity of our global clients.

Q What’s something about Morgan

Stanley that others may not know?

A I think the biggest unknown is what the culture of the firm is like. I always get that question when I help out with recruiting. I think one thing that really defines our culture is the mentorship opportunities. Whether I’m interacting with my team or my manager, there’s always an open door policy and sharing of knowledge. When we were interns we had a meeting specifically with then-CEO, John Mack, to discuss whatever was on our mind. It was just an intern class of 20 people and the CEO—that kind of dedication to open discussion with upper management is rare.

morgan stanley

“I think one thing that really

defi nes our culture is the mentorship

opportunities.”

phot

o: R

on J

autz

FIND OUT MORE:

http://www.

morganstanley.

com/about/careers/

index.html (includes

recruiting video,

“Futures & Options: A

Morgan Stanley Film”)

www.wetfeet.com

http://www.morganstanley.com/about/careers/index.html

15

Morgan Stanley is a leading global fi nan-cial services fi rm pro-viding a wide range of investment banking, securities, investment management, and wealth management services. The fi rm’s employees serve clients worldwide including corpora-tions, governments, institutions, and individuals from more than 1,300 offi ces in 42 countries. For further information about Morgan Stan-ley, please visit www.morganstanley.com.

Employees: 63,000 worldwide

Future Coworkers: Some qualities that promote success at Morgan Stanley include: • Comfort with asking questions and not being the one who has all the answers

• Intellectual curiosity

• Attitude: Humility and enthusiasm

• Flexibility and openness to a changing environment

• Eagerness to solve challenging problems

• Stamina/Resilience

• Ability to handle feedback maturely

Q How did you hear about the

internship at Morgan Stanley?

A I went about my internship search on my own. I was at school in Nashville, but I wanted a career in New York, so I started to network to get connections: I spoke to professors, other students who interned here, and the career center. The career center was especially helpful, because they have an alumni database so I was able to reach out to other alumni in New York about how I should get my resume seen at Morgan Stanley. I was very proactive in my internship search.



A My enthusiasm. I recently ran into someone I interviewed with as a sophomore, and she joked around with


emily Baldwin• Position: Equity Capital Markets Analyst

• Education: Vanderbilt University, human and organizational development, 2010

Although she went to college in Tennessee, Emily Bald-win was determined to seek out a career on Wall Street. She sought out connections through her university and landed an

internship her sophomore summer in the Equity Capital Markets de-partment (ECM). She now works in ECM covering natural resources, and has been involved with taking several billion-dollar deals public.

me that the biggest thing about me was my energy—she remembers I lit up the room. I did not have the fi nancial background that other analysts have, but I had a willingness to learn and prove myself.


face?

A To keep pushing myself beyond my comfort zone. I work in equity capital markets covering natural resources—a very specifi c skill set. But in order for me to continue developing, I have to

make sure I’m learning about other sectors and products. It’s important to have an opinion on things outside of what I’m working on.



A My fi rst big deal when I became an analyst was for a large international gold company. The company was listed in New York and South Africa and the deal was going to be done overnight—you launch it after the market closes and then price it before the market opens. That’s usually between 4 p.m. and 9 a.m. in New York, but we had to price it by 3 a.m. because of the time difference in South Africa. I was dealing with bankers and lawyers on several different continents, and it really made me see how much effort it takes to coordinate a large deal like that. It was an intense night, but it made me realize all my hard work matters.

FIND OUT MORE:

http://www.morganstanley.com/about/

careers/index.html (includes recruiting

video, “Futures & Options: A Morgan Stanley

Film”)

“I did not have the fi nancial back-ground that other

analysts have, but I had a

willingness to learn and prove

myself.”

Key Facts

phot

o: R

on J

autz

http://www.morganstanley.com/about/careers/index.html


With a 50-plus year history of leadership, TE Connectivity is a global, $12.1 billion company that designs and manu-factures over 500,000 products that con-nect and protect the fl ow of power and data inside the prod-ucts that touch every aspect of our lives. Our nearly 100,000 employees partner with customers in virtually every indus-try—from consumer electronics, energy, and healthcare, to au-tomotive, aerospace, and communication networks—enabling smarter, faster, and better technologies to connect products to possibilities.

Employees: 97,000 employees globally and 23,000 in U.S.

Future Coworkers: TE Connectivity is looking for smarter, faster, better people to join our team. You’ll interact daily with colleagues across the world as you’re exposed to the internal operations of a $12.1 billion, global corporation. You’ll learn leadership skills and help grow a fast-paced, dynamic organization.


this industry and this company?

A I’ve always been the type of person who wants to know how things work, how they are put together, and why they are doing what they’re doing. Having some knowledge of the products that TE makes from using them in past projects, I had a huge interest in working for them to gain exposure to some of the new products being introduced into the connector industry.



A A few reasons: I think that my technical GPA and eagerness to learn, coupled with my skills in both leading and working with a team made me stand out. But more importantly, I feel that my love for what I do made


steven Blasko• Position: Development Engineer in the

Signal Integrity Division• Education: Penn State at Harrisburg,

electrical engineering, 2012

During his junior year at Penn State’s Harrisburg campus, Steven Blasko was hard at work trying to decide on what to do for his senior capstone project.

Fortunately for Blasko, he landed an internship at electronics company TE Connectivity the summer before his senior year. The company worked with Blasko and Penn State to develop a customized industrial Ethernet project for Blasko, which would both help the company and fulfi ll his senior year project.

me stand out more than anything. I truly have a passion for problem solving and my personality refl ects that.


you started?

A I was quick to learn that not only would I be working with some of the best engineers in my field, but I would also be getting one-on-one training from almost all engineers in the signal integrity field. It surprised me that they would take the time out of their day and treat me like a

fellow colleague, not just the intern!



A TE Connectivity has given me the opportunity to not only work in my fi eld but also work on my senior graduation project. The capstone project at Penn State Harrisburg is a graduation requirement of any electrical engineering student. TE Connectivity has been great about working with my school to help them understand the requirements of this project, and has helped them design a project that goes above and beyond the requirements—all specifi cally for me! Then I was given full control of the project, just like any other engineer at TE.

Q What’s something about TE

Connectivity that others may not know?

A A lot of people don’t realize the size of our company. We have 97,000 employees globally. TE is a large company and has so many employees with different backgrounds. When you have a question, there’s always someone within the company who can answer it.

FIND OUT MORE:

www.te.com/campus

te Connectivity

Key Facts

“I feel that my love for what I do made me stand out as an internship candidate.”

phot

o: M

. Sco

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hits

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www.wetfeet.com

www.ts.com/campus

17

The Hartford Financial Services Group Inc. (NYSE: HIG) is a leading provider of insurance and wealth management services for millions of consumers and businesses world-wide. The Hartford is consistently recog-nized for its superior service and as one of the world’s most ethical companies. More information on the company and its fi nancial performance is available at www.thehartford.com.

Employees: 26,200 in the U.S.

Future Coworkers: The Hartford is seek-ing future leaders across a wide range of study disciplines who share our values and bring passion to their work. We consistently look for students who pos-sess strong analytical and communication skills, with a record of high achievement, self-motivation, and leadership.

Q How did you hear about the

internship at The Hartford?

A I heard about the internship through the actuarial science club at my university. When we return to campus in the fall, we all give an overview of our internships that summer. People talk about what they did and what they liked about their internship. My friend interned at The Hartford and gave a great overview of her internship. The thing that stood out about her experience is that she had a lot of real-world examples to talk about. A lot of people talk about a fictional client, whereas at The Hartford, you’re given real business problems as an intern.

Q How did you make the transition from

intern to fulltime employee?

A I feel like I’m still making the transition and I’ve been here for two


Cyan manuel• Position: Senior Actuarial Analyst

• Education: University of Texas at Austin, mathematics (actuarial science) & economics, 2008

As an actuarial analyst at The Hartford, Cyan Manuel helps assess risk and evaluates the cost to insure customers’ valuables. After college, Cyan relocated from Texas to

Connecticut for her internship and now full-time position. She’s developed a strong network of friends and mentors through her Actuarial Student Program, which is a group of around 75 analysts studying to earn their fellowship in the Casualty Actuarial Society.

years! There is so much to learn. It’s much easier to come on full time after having an internship. You know the company, you know the people, and you know the buildings—so I was really ready to hit the ground running when I returned after graduation. I also had a group of close friends from my internship who also became full time employees, so I had a network already. I had to move here from Texas, so it made moving away from my home a lot easier to deal with.

Q What’s something about The Hartford

that others may not know?

A One thing I admire about The Hartford is that we help the community. We sponsor the U.S. Paralympics, which supports athletes with disabilities. The Hartford was named a Top 100 Military Friendly Employer by G.I. Jobs magazine and was named a Best for Vets Employers by Military Times Edge. My mom served in the Army for over 20 years, so I really admire any company that invests in those who bravely served our country. The company also supports the Wounded Warriors program, which helps soldiers returning from combat to work on their resumes and job skills.

Q What are you most proud about in

your work?

A Every time I work on something, it’s always focused on what is the right thing to do and what is right for the customer. Some decisions may be the most logical mathematically, but may not be sensible for the customer. Every decision we make has to be accurate, ethical, and have integrity.

FIND OUT MORE:

www.thehartford.com/college

“Every time I work on something, it’s always focused on what is the right thing to do and what

is right for the customer.”

the hartford

Key Facts

phot

o: A

l Fer

reira

www.thehartford.com/college



this industry and this company?

A Coming from a technical school, where the biggest major is engineering, finance and banking weren’t that popular. At the career fairs I’d always go to the big engineering firms. My junior year was the year of the financial crisis and because I was reading so much about the finance industry, I really became interested in it. At my next career fair I saw UBS, talked with a recruiter, and from there I got the internship.

Q How did you make the transition from

intern to full-time employee?

A The transition came easy for me, and I think that’s because I had such a good experience as an intern. As an intern, my manager and the intern program did a great job of introducing me to a lot of people. My manager


dhruv pandya• Position: Business Analyst in Group

Technology Infrastructure Services• Education: Rensselaer Polytechnic

Institute, electrical engineering and business management, 2010

D hruv Pandya was recruited out of college for an internship in UBS’s Group Technology department. He now works as a business analyst in the Graduate Train-

ing Program (GTP) for an IT services group in the fi rm. Pandya says the importance of a solid technology group is not something to overlook—without it, UBS wouldn’t be the major fi nance player that it is today.

arranged for me to travel to some of the other sites in New Jersey and New York City and meet the non-tech coworkers that I’m helping. The intern program had also set up various networking events for the interns to meet senior tech and business leaders in UBS. Through all these events and meetings, it helped me transition to my fulltime role because I understood the bigger picture of the firm.



A In my first role at UBS, my team was

supporting about 800 employees and my main objective was based around resource and headcount management through a particular database. Now I’m in a new role supporting over 2,000 employees. We’re trying to get that same headcount database from supporting 800 people to over 2,000, so it’s a lot of reconfiguration. It may not sound fun, but it’s challenging and it will help our department a lot. Senior managers will be able to accurately forecast for hiring, and forecast how many people we should have in a particular group and in specific teams.

Q What’s something about your

company that others may not know?

A When people think of UBS they think: Wall Street, investment banking, wealth management. They don’t realize that there is actually a huge technological aspect to the company. Throughout my internship and my career here, I’m learning the importance of technology and engineering to run the back end of the fi rm. If the technologyisn’t in place, we won’t be one of the biggest players in the industry, so it shouldn’t be undermined.

uBs“Throughout my internship and

my career here, I’m learning the importance of

technology and engineering to

run the back end of the fi rm.”

phot

o: R

on G

lass

man

FIND OUT MORE:

www.ubs.com

www.ubs.com

www.wetfeet.com

19


in UBS?

A During college I interned for a boutique investment bank in Little Rock, and I found that my experience there wasn’t very satisfying. I felt like I was doing the same kind of Excel work everyday, but I prefer working with people. After that, I worked in the UBS branch in Little Rock, and I found the culture there more appealing. I was working with individuals rather than institutions, which provided me the interaction with clients that I was looking for.



A Since I’ve started to help with campus recruiting, I’ve realized what made me stand out to recruiters: A lot of students don’t understand


matthew Gutierrez• Position: Analyst in the Wealth Manage-

ment Graduate Training Program

• Education: University of Pennsylvania, economics, 2010

Matthew Gutierrez was fi rst drawn to UBS because of its focus on wealth management—over 50 percent of the company’s revenues come from this department.

Gutierrez was passionate about working with people, and felt wealth management was a better fi t for this than investment banking. Moving from his hometown in Arkansas to New York, he’s now four rotations into a two-year rotational program, where he’s learning all about the Wealth Management team.

what working in wealth management actually entails, but I did. When students start looking for jobs in fi nance, what they have in mind is investment banking or fi nancial consulting. I think what made me stand out was an understanding of what is involved in the business of wealth management. When I spoke to my recruiter, I was able to articulate why within fi nance I wanted to work in wealth management, and more importantly, why I knew UBS was the place I wanted to do it.


face?

A The biggest challenge, which is probably true with any rotational program at any company, is that you never really feel settled in your role. You’re in each role for three months, so by the time you feel comfortable you have to move on. It keeps you learning and keeps you on your toes. As a person who’s not sure yet where I want to end up in wealth management, it’s a great opportunity to be introduced to the company and what is the best fit for me.



A When I was in a client development strategy role my team had to build computer software from the ground up. I never thought I’d be doing that. We built a program to help match our institutional clients with our private client relationships in order to identify cross-selling opportunities. That’s something I wouldn’t have considered within my skill set, but I was able to embrace it as a challenge and complete the task.

FIND OUT MORE:

www.ubs.com

“I think what made me stand out to recruiters was an

understanding of what is involved in the business

of wealth management.”

phot

o: R

on J

autz

www.ubs.com



in UBS?

A I was always interested in finance and stock markets, and I had a desire to get into a role where you can brand yourself and be given a lot of responsibility at a young age. At this job I am allowed to build my own business, stay current with world economics trends, communicate my opinions to clients, and bring in millions of dollars in revenue every year.


you started?

A For me, it is the fact that on the trading


Jon allen• Position: International Equity Trader • Education: University of Pittsburgh,

fi nance and economics, 2009

I n college, Jon Allen was determined to land an intern-ship on the trading fl oor of a global investment bank. UBS recruiting did not have an active presence at his school,

so Allen used his network to fi nd a connection in the trading depart-ment at UBS. His resume ended up on a manager’s desk in UBS Prime Brokerage, and from there he was contacted for an interview and landed an internship his junior summer. Two years later, he’s now a full-time International Equity Trader, and advises institutional clients in the U.S. about how to trade equity markets across the globe.

desk, I’m working with a lot of senior people—people with responsibility for tens of millions of revenue generation. I’m working 50 feet away from the Global Head of Equity Strategy, and across the desk from the head of International Cash Equity Trading. At a junior level, you are able to work alongside senior management, and feed off the experiences they’ve had.


about UBS?

A Depending on how closely one follows banking, a big misconception about UBS is our current position within the equity business. We have been and continue to be one of the top three equity trading shops in the world, but a lot of people don’t know this. We don’t have as big of a footprint within the U.S. because we have origins as a European bank, but we are a huge global contender in Asia, Europe, and the Americas.


you’ve been involved with?A This winter I was asked to be the

Japan salestrading champion. Each salestrader on our desk takes both a generalist role and, in addition, a regional expertise. I was assigned to Japan. This spring, I traveled to both Hong Kong and Tokyo where I met the management of the business who I will be working with and acted as liaison to our team in US. It’s really a unique role, and I feel like I have an international career while located in the US.

uBs

“I had a desire to get into a role where you can brand yourself and be given

a lot of respon-sibility at a

young age.”

phot

o: R

on J

autz

FIND OUT MORE:

www.ubs.com

www.ubs.com

www.wetfeet.com

21


in investment banking?

A I was drawn to investment banking because of the opportunities and exposure that the industry provides. There are very few jobs that can provide you the opportunities that investment banking does. Our team interacts on a daily basis with major decision makers—directors, CFOs, CEOs of companies—and anything we work on can potentially be a headline in The Wall Street Journal. What keeps me interested is how dynamic the job is; every day is different, and you’re constantly forced to take on new challenges and think outside the box.



A There are many components that make a successful analyst but I think one of the qualities that students easily


Kathleen reaume• Position: Investment Banking Analyst in

the Consumer Product and Retail Group

• Education: University of Michigan, fi nance, accounting and psychology, 2010

When Kathleen Reaume was looking to start her career at a fi rm with a global footprint, she knew UBS would fi t the bill since the company has a presence in

all major fi nancial centers and offi ces in over 50 countries. Today she works in the Consumer Product and Retail Group, where she’s collaborating with clients worldwide and helping them improve their businesses globally.

dismiss is attitude. As an intern, I was so excited to be a part of UBS. I tried to take initiative and go above and beyond what was asked of me. I had a genuine enthusiasm and interest for what I was doing. As an intern, you get caught up with developing your technical skills, and while they are important, you should remember that your attitude in this job is equally important.


face?

A I defi nitely think the biggest challenge

is the steep learning curve. It can be overwhelming when you start and you are learning everything from technical skills to the industry jargon. While it can be frustrating in the beginning, I now think the learning curve is actually a tremendous benefi t of this job. Having been here for only a year, I already feel like I have such a strong knowledge base.



A I love working in the Consumer Products and Retail Group because the companies we work for and their products are so tangible. It’s really neat to be working with a client whose store you were shopping in over the weekend or whose products you use on a daily basis. Being a consumer of their products allows you to better relate to companies. One interesting project that I worked on as an intern required me to visit various department stores in New York City, to examine the variety and brands of goods being sold, the price points of these goods, and collect other data. It was a great opportunity to do some hands-on research!

FIND OUT MORE:

www.ubs.com

“It’s neat to be working with a

client whose store you were shopping in over the week-

end or whose products you use on a daily basis.”

phot

o: R

on J

autz

UBS draws on its 150-year heritage to serve private, institu-tional, and corporate clients worldwide, as well as retail clients in Switzerland. We combine our wealth management, invest-ment banking, and asset management businesses with our Swiss operations to deliver superior fi nancial solutions and manage CHF 2.1 trillion in invested assets.

Employees: More than 65,700 globally, 37 percent in the Americas

Future Coworkers: Our hires have degrees ranging from economics and fi nance to astronomy and political science. There is no one set of traits or background we look for as we have found that the an individual’s educa-tion and experience are more important than a specifi c major.

Key Facts

www.ubs.com

TOP DEVELOPMENT AND LEADERSHIP PROGRAM EMPLOYERS

Get Your Feet

Wet!

Want more information? Contact [email protected]

Does your career center subscribe to a WetFeet University Site?

What does this mean for you?Access to the following benefits:> Unlimited downloads of more than 70 WetFeet Insider Guides> Quick research on dozens of today’s top employers through all-new interactive profiles> Priority access to new digital editions of WetFeet magazine

> All of WetFeet’s informative and enlightening career advice at your fingertips—including a new, regularly updated blog

Don’t wait a moment longer: Visit your career center’s online resource library to see if you have access to a WetFeet University Site. Keep in mind: WetFeet magazine, career blog, and employer profiles will still be available to you at www.WetFeet.com with no subscription. WetFeet Insider Guides are available for purchase.

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TOP DEVELOPMENT AND LEADERSHIP PROGRAM EMPLOYERS

n an era when emPLoyee tenure is getting shorter and shorter—4.4 years is the median, according to the Bureau of Labor Statistics—more companies are investing in leadership and development programs to grow their entry-level employees and improve retention rates. While it’s rather unlikely that you’ll spend your entire career with one employer, these programs can make it an appealing option.

Broadly speaking, leadership and development programs train and develop young employees for future managerial positions. They’re usually

two to three years long, and rotate participants through several positions and departments within the company. The goal is for individuals to leave the program with a greater level of professional maturity and a greater understanding of how the company functions.

To inspire employees to stick around, new hires are often given a good amount of responsibility early on in their careers. Leadership and development programs are also excellent opportunities to receive to know an employer since participants recieve training, have the opportunity to work in several departments and/or locations, and may even gain exposure to high-level management.

I

P.25uniLever

deVeLopment & Leadership

proGramsGet

Your Feet

Wet!

Want more information? Contact [email protected]

Does your career center subscribe to a WetFeet University Site?

What does this mean for you?Access to the following benefits:> Unlimited downloads of more than 70 WetFeet Insider Guides> Quick research on dozens of today’s top employers through all-new interactive profiles> Priority access to new digital editions of WetFeet magazine

> All of WetFeet’s informative and enlightening career advice at your fingertips—including a new, regularly updated blog

Don’t wait a moment longer: Visit your career center’s online resource library to see if you have access to a WetFeet University Site. Keep in mind: WetFeet magazine, career blog, and employer profiles will still be available to you at www.WetFeet.com with no subscription. WetFeet Insider Guides are available for purchase.

Featured Companies

unileverusa.com/careers

25

Unilever is one of the world’s leading suppliers of fast- moving consumer goods with strong operations in more than 100 countries and sales in 180. With products that are used over two billion times a day around the world, we work to create a better future every day and help people feel good, look good, and get more out of life with brands and services that are good for them and good for others.

Employees: More than 13,000 people across North America

Future Coworkers: Unilever recruits for both MBAs and undergraduates. We look for students studying marketing, fi nance, logistics/supply chain man-agement, business, IT, and the sciences.


in Unilever?

A I was an intern for a different company which wanted to evolve into an environmentally-friendly company, and every time they made sustainability improvements, they would compare themselves to Unilever. Working there, I became interested in Unilever, because it sounded like such a progressive and innovative company. Fortunately, when I returned to campus Unilever was recruiting, so I applied and got an interview.

Q Were you involved in any professional

development programs at Unilever?

A My entry into Unilever was through the supply chain management trainee program. I was relocated to about three



Jonathan Joyce• Position: Procurement Analyst• Education: University of Tennessee,

global policy, 2007

A s a Procurement Analyst, Jonathan Joyce works on partnerships with third-party manufacturing sites to ensure Unilever products like Bertolli, Degree, Ragu, and Pond’s are

available for customers in major retail outlets. Part of the challenge is making sure these products get to the shelves in an innovative, sustainable, and cost-effective way. Working in supply chain management has afforded Joyce several opportunities to lead a team—an experience he says has been a highlight of his career.

different locations and positions within supply chain management, and it really allowed me to learn about Unilever and how we operate.


you started?

A Amazingly, there is a ton of work that goes into making the products we take for granted. When I was in my fi rst role here, as a supply management analyst, we had a situation where there was civil unrest in a country and I couldn’t

source mushrooms for Ragu tomato sauce. I had to work with R&D, buyers, and marketing to gain approval for switching to another mushroom source. Consumers don’t realize it, but these problems are very common. To make sure you have that jar of Ragu every day—it’s a lot.

Q Can you give an example of when

you have had to take the lead and

manage a project?

A In the Management Trainee Program, I worked as the manufacturing supervisor at a Lipton Tea plant during the night shift. I had to manage 50 employees and make sure everyone was synergized. That role is twofold: You want to make sure you’re producing the product and meeting your demands, but as a front-line manager, you need to make sure your team feels supported. That’s something I’m proud of, developing the people on my team and helping them achieve their goals. Leading a team can often be the most challenging part of my job, but also the most rewarding.

FIND OUT MORE:

www.unileverusa.com

unilever

Key Facts

TOP EMPLOYER | development & leadership programs

“Leading a team can often

be the most challenging part of my job, but also the most rewarding.”

phot

o: M

. Sco

tt W

hits

on

www.unileverusa.com

www.wetfeet.com

REPUTATIONyour Gray-HaIred CoLLeaGueS

WILL eXPeCT THe WorST FroM you. HERE’S HOW TO PROVE THEM WRONG.

b y J e F F o u S b o r n e ∆ P H o T o S b y S a r a H n u e r n b e r G e r PG. 27

REPUTATIONyour Gray-HaIred CoLLeaGueS

WILL eXPeCT THe WorST FroM you. HERE’S HOW TO PROVE THEM WRONG.

b y J e F F o u S b o r n e ∆ P H o T o S b y S a r a H n u e r n b e r G e r PG. 27

28 Wetfeet | fall 2011

All that might sound like damning criticism, but don’t take it to heart: Such alarmism is nothing new. Older people have always stereotyped, ridiculed, even tried to marginalize, younger generations. And whether these generalizations are true—or whether you’ve contributed to their proliferation—is irrelevant.

Here’s what matters: You’ve got a bad reputation. As soon as you walk through the door, your gray-haired coworkers will have their antennae up, waiting for you to make the typical millennial missteps. If you play into their low expectations, even a minor mistake may overshadow your abilities and hinder your chances for advancement. If, on the other hand, you know where their sensitivities lie, you’ll be able defy expectations, and perhaps even use those stereotypes about Gen Y to your advantage.

W a l k t h e L i n e Conventional wisdom holds that Gen Y kids grew up with their parents as their pals. That’s great for parent-child camaraderie, but this kind of buddy-buddy attitude can be problematic in the office, where you may be working with people who are as old as your parents—or even your grandparents. “Generation Y has a reputation for working well only with people they consider ‘friends,’” says Elsie Florido, associate director of career management services at Florida International University.

You might value authenticity and prefer to be people-driven rather than title-driven, but don’t presume all colleagues want to be confidants. “Generation Xers and baby boomers have a home face, a friend face, and a business face,” says Nicole Lipkin, a psychologist, consultant, and coauthor of Y In the Workplace: Managing the “Me First” Generation. “Millennials have to accept those boundaries and work within them.” The takeaway: Not everyone has to be a Facebook friend or drinking buddy.

Similarly, Gen Yers are known for informality, with a casual approach

toward personal appearance, information sharing, and communication. Of course, that stereotype has been leveled at every new generation. Yet more than any previous generation, millennials grew up seeing millionaires in flip-flops and T-shirts. Obviously, the culture of every workplace and industry varies, but don’t be too casual about being casual. For older colleagues, a professional appearance is more than a formality. “If you underdress, they’ll take it as a sign of disrespect,” says Jason Ryan Dorsey, author of Y-Size Your Business: How Gen Y Employees Can Save You Money and Grow Your Business. A good rule: Err on the side of overdressing and choosing conservative clothing. This benefits young employees in ways beyond the obvious, says Dorsey: “The more conservative you dress, the older you’ll look, the more experience people will think you have, the more likely they are to trust you with more responsibility.”

A similar principle applies to communication: always make sure it’s age appropriate. Your accounting firm’s 68-year-old client will probably prefer a phone call to a late-night text. Oh, and FYI: Save the WTFs and OMGs for your friends. “This stuff is showing up in cover letters, interoffice memos, and formal emails, and it’s a real problem,” says Jen Armor, senior

manager of university recruiting at Yahoo. You don’t want to look like a fifth grader with his first smart phone.

May b e y o u a L r e a d y k n o W all the Generation Y stereotypes. In case you don’t, let us clue you in on what people are saying about you: You’re entitled. You’re narcissistic. You have a tendency to job hop. You have no work ethic. You need constant affirmations of your overinflated self-esteem. And you’re afraid to abandon the sanctuary provided by your helicopter parents. ¶ Or consider

how the media has proclaimed your supposed inadequacies in headlines like “Generation Y Bother” and “Millennials: The New Office Moron,” or books such as Mark Bauerlein’s The Dumbest Generation: How the Digital Age Stupefies Young Americans and Jeopardizes Our Future.

W h a t ’ s a M i l l e n n i a l ?

For the purpose of this article we use Generation Y and millennial

synonymously, as the colloquial terms

used to describe those born more or less from the late

1970s until the mid-to-late ’90s.

BaBy Boomer: 1946-1964

Generation X: 1965-1979

Generation y: 1980-2000

TIMELINE

Wetfeet | fall 2011 29


e v o l u t i o n , n o t r e v o l u t i o nYour generation enters the professional world with more access to information and more technological savvy than any of its predecessors. For all the snarky stereotypes, millennials are unquestionably creative and innovative. “Stepping into an office, a Gen Y immediately identifies things to be done quicker, different, better,” says Cam Marston, founder of the firm Generational Insights and author of Motivating The “What’s In It For Me?” Workforce.

That’s good. And bad. Management and leadership want to know you can use the systems as they are; they also want you to understand how existing protocols work and why they’re in place. Part of that is practical because every workplace and company has its own culture. “You can’t just go rogue here and write your own code or do your own thing that doesn’t fit the company’s ecosystem,” says Armor.

That doesn’t mean you need to stifle your innovative urges. Want to streamline your firm’s medieval interoffice communications? Got a fresh marketing strategy that makes your company’s current one look like it’s from The Flintstones? Great. Just don’t try to sell it to older colleagues that way. “Think evolution not revolution,” says Seth Mattison of Bridgeworks, a firm that consults with businesses on generational issues. “Ease people into change. Be delicate. Don’t say, ‘This is going to transform everything.’ That may seem threatening or even insulting. Say, ‘What we have in place is great. I think I have a couple of ideas for how to improve it.’”

H e l p yo u r s e l fmillennials have a reputation for being unable to work on their own—and for needing constant guidance. The good news: You can still get the support you need without perpetuating the stereotype.

First, when beginning a project, never approach a supervisor and ask her to tell you what to do. You’ll make her feel like she’s teaching elementary school. “When you meet, come with substantive ideas,” says Misti Burmeister, author of From Boomers To Bloggers: Success Strategies Across Generations. “Suggest a few different directions; show you have thoughts in your head, and see how your boss responds.” And always be prepared to take notes; with an older colleague, you may want to do this with pen and a notepad instead of an iPhone.

Second, when you need feedback, be careful. Seeking support is essential, but don’t go too far: Avoid dropping into his office every hour for affirmations or neurotic micromanagement. Instead, plan check-in times in advance, says Mattison. “Tomorrow at 2:00, Thursday at 4:00, Monday at noon. That way, you get the support you need, but you’re both on the same page as far as expectations.”

Finally, when you reach an impasse, never say to older colleagues or supervisors, “Can you fix this for me?” Doing so makes your problem their problem. Instead, use phrasing that emphasizes your responsibility and your desire to be independent: “Can you show me how I can correct this?”

C r i t i c a l S i t u a t i o n sProbablY the most persistent—and damaging—millennial stereotype is the “trophy kid”: deluded by grade inflation, awarded prizes for just showing up, assured she has no weaknesses—only “weaker strengths.” This translates into the workplace perception that Generation Y cannot handle criticism. “Fairly or not, employers say that when millennials mess up and

get called on it,” says Florido. “they get defensive or deflect [responsibility] and create problems for other people. Or maybe they just quit.”

The keys are acceptance and perspective. For example, annual reviews are not exercises in self-esteem building. “The people criticizing you are not always going to present it in a flowery way,” says Marston. “Just remember: They’re trying to make you better, and they’re often just as interested in your response as they are in the criticism itself.”

That’s true for day-to-day business, as well. You can’t control what your supervisors say, but you can control how you respond. Processing their criticism and showing you comprehend their feedback is a sign of maturity. A kneejerk, emotional response is not. “The first thing that comes out of your mouth is usually the wrong thing,” says Lipkin. Likewise, don’t use the occasion to be defensive. Instead, take a deep breath—or take a few minutes to gather yourself. She advises younger workers to run through a checklist: What was I thinking when I made that mistake? What was my goal? What got in my way? How would I do it differently now?

Yes, some bosses are irredeemable jerks. Sometimes personality clashes are toxic enough to justify a job switch. But those are still exceptions, not the rule. A certain amount of disagreement is to be expected. “Don’t be afraid of conflict,” says Lipkin. “When you’re

uncomfortable, there’s often a lesson in the tension.” If you recognize persistent themes, there’s probably some room for improvement in those areas.

r - e - S - P - e - C - Ttrue, manY businesses are relying less on central authority and more on individual freedom and consensus. That’s great news for millennials, who value equality and teamwork. The key is to realize that by no means has hierarchy been eradicated. Your workplace is likely to have a vertical command-and-control structure. “For older professionals, titles and places in the hierarchy are hard-earned,” says Marston. So ignore the food chain at your own peril.

The primary rule of a hierarchy? Know your place within it. For example, keep to the company’s timetable, not your own. If you work remotely, be mindful that flying solo poses special problems for your supervisors. “Some people work best at 3:00 a.m. on their back porch,” says Armor. “But it’s more difficult for a manager to frame out projects and check in about specific tasks if you’re not at the office, sitting at a desk.” Make sure you and your boss are on the same schedule. When it’s a choice between your convenience and your manager’s, defer.

Second, understand the tendencies of older generations and how they can affect office politics. For instance, the stereotypical baby boomer is

intensely competitive and crunched for time, and that can lead to conflict if you approach her in the wrong way. Casually ask to take a project off her hands, and you might appear presumptuous or threatening. Better: “Say, ‘I’m looking for opportunities. Maybe I can take care of some of the lower level stuff and free you up to focus on more important things,’” says Marston.

Also, remember that baby boomers are more wrapped up in their careers than millennials, who tend to place more value on work-life balance. Avoid drawing attention to that generational contrast, which may—fairly or not—call your work ethic into question. A quick tip? Don’t just disappear at the end of the work day, says Marston: “At 5:00, stick your head in your boomer boss’s office and say, ‘I was thinking of leaving—is there anything else I can do?’” Build relationships with older colleagues by honoring their legacy and being curious—about their careers, the company, and the industry.

Probably the most

persistent stereotype

is the “trophy kid” deluded by

grade inflation, awarded

prizes for just showing up.

don’t be lured into a treacherous internship

STORY BY Dave AllenILLUSTRATION BY Sean Pryor

HE COMBINATION of desperate hunger for experience and a dearth of full-time, entry-level work has led many students down a path to the dark side. They become serial interns, working

for little or no pay, enticed by the scant chance of advancement. They spend their days in a remote corner of the offi ce performing menial tasks: taking out garbage, stuffi ng envelopes, fetching lunch.

As author Ross Perlin details in his book Intern Nation: How to Earn Nothing and Learn Little in the Brave New Economy, it’s common for interns to do the work of full-time employees yet be treated as something less. Because so many students are desperate to add experience to their resumes, they dive in without adequate research or preparation and end up overworked, exploited, and simply neglected.

But you need not tread down this path. A worthy internship—one that will help you develop useful skills and gain substantial experience—awaits those who know what to watch out for.

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W E T F E E T • P A G E 3 3


employers are impressed by people who have a specifi c goal in mind and feel confi dent about what they’re providing the employer,” says Allison Cheston, a New York-based career adviser. If an employer is receptive to your goals, a mutually benefi cial experience could result; if they won’t hear you out, you may need to look elsewhere.

F I N D A M E N T O ROnce you know what your goals are, a world-wise mentor can help you realize them. Whether you make contact through school, family, or previous work experience, a mentor can set an example of how success is achieved in your industry, set a benchmark for the skills you’ll need if you go a similar route, and perhaps provide insight on how to avoid some of the typical pitfalls.

Above all, good mentors have a vested interest in your future, says Babbitt, and will try to steer you toward valuable experience. As you research places to intern, run them by your mentor. If your mentor is in your industry, he should know which companies to seek out and which to avoid. Also, as you present yourself to employers, ask your mentor to help you fi nd a balance between earnestness and confi dence. You want to set a tone that says, “I’m willing to work hard, but I won’t be exploited.”

P U T I T O N PA P E RFormal agreements are generally required for all internships completed for college credit. They often set a rigorous standard, including frequent evaluations and an end-of-semester project. If you intern for credit, make it clear before you’re on the job that you’re being graded for your work; this may help stave off fl imsy or pointless assignments.

If you’re pursuing an internship independently rather than through your college, try to make a similar agreement with your employer. If you draft a confi dent, professional statement of your expectations and the hours you plan to work, says Monica Shukla, career outreach director at Chapman University, a reputable employer should have no problem signing it. Also, stay in touch with your college’s career center in case things take a turn for the worse. Colleges don’t want to see their students taken advantage of. In some cases they may intervene on your behalf, whether by approaching the employer and demanding change, or by helping you draft your resignation letter. “I’m happy to advocate for students either directly or indirectly by helping them to take action,” Shukla says.

D O Y O U R H O M E W O R KSimilar to gathering information before booking a hotel or buying a car, doing background research on internships is critical. Of course, the company’s website will go on and on about how great the experience will be, but you need to seek an unbiased opinion. Unfortunately, there’s no TripAdvisor or Consumer Reports for internships, so some digging is required.

Anything from a review on Glassdoor to a blog post can give you a glimpse of what kind of experience to expect. “You’re just as responsible for ensuring that the internship is mutually benefi cial as the employer is,” says Mark Babbitt, founder and CEO of internship placement site YouTern.

LinkedIn is another great source when conducting a background check. With the career paths and job histories of millions of professionals, you have a veritable database of former interns at your fi ngertips. If you have your eye on a specifi c company, use the site’s search function to fi nd some recent interns who are in your network.

As soon as you spot one, send a friendly query to ask about his or her experience interning at Company X. Did he work on important projects? Did she receive on-the-job mentoring? What was the workplace atmosphere like? If the answers are “no,” “no,” and “toxic and suffocating,” move on to other employers. The same approach can be used when tapping into your school’s alumni database.

WA L K I N W I T H A P L A NMany interns take a passive approach to their fi rst days on the job, modestly asking “What do you have for me today?” But without a strong sense of what you want to accomplish, the experience can lapse into ad hoc, menial work. You can prevent this by drawing up a list of goals, desires, and expectations for your ideal internship based on your long-term career objectives. Also, list a few specifi c tasks you hope to complete on the job: for example, increasing traffi c to the company’s website through social media, or assisting with processing payments to vendors.

This kind of game plan can guide you along your search. However, don’t lose sight of the needs and expectations of employers; they’re hiring you to do work, not to advance your career. The initial interview is the time for both parties to have an open conversation about their wants and needs. “I think

Even if you’ve done your research and landed

what seems like an ideal internship, don’t let your guard all the way down. Keep an eye out for the

following red fl ags. Each could warrant a sit-down

with your supervisor. And, if the problem persists, be

prepared to bail.

S W A R M E DIf interns outnumber regular

employees, the company might be like a puppy mill: focused more on quantity

than with providing value.

O U T N U M B E R E DNote how many other interns are

reporting to your supervisor. If he’s charged with directing more than four

interns, his ability to mentor may be stretched too thin to offer proper

guidance.

N E G L E C T E DHow often are you meeting with your supervisor? If it’s less than weekly, try pushing for more frequent talks. If you

haven’t had face time since day one, there might be a problem.

M I S U S E DIf you were told you’d be working

on business-critical tasks but you’re organizing files from 20 years ago,

bring it up with your supervisor before it becomes the status quo.

D E C E I V E DKeep an eye out for rah-rah speeches

from managers. If you’re doing menial work that’s being played up as

meaningful, something is amiss.


www.universumglobal.com

Want more information? Contact: [email protected]

Did you know top employers want to hear from YOU?

Here is your opportunity to reflect on your career goals and tell employers how to recruit top talent (like you) out of college!

Don’t miss this opportunity.Be on the lookout for the 2012 IDEALTM Employer Survey in December!

What employers did students put at the top of the 2011 Internship Rankings? Flip to pages 10–11 to find out!

Do you know where your career path will lead you?

www.universumglobal.com

thebusinesstest.com


T here’s no denying an internship spent writing grant proposals in a Parisian cafe or learning the ropes of the Asian banking system on the 40th fl oor of a Tokyo high-rise has a certain romantic allure. But don’t think of such prospects as just fl ights of fancy. From a summer analyst position at a Brazilian investment bank to an envi-ronmental conservation internship with a Bangladeshi nonprofi t, opportunities for interning in a foreign land exist and are attainable.

In fact, nearly 20,000 U.S. students interned abroad for credit during the 2008–09 academic year, according to a study by the Institute of International Education—and that doesn’t account for the thousands of young people who secured noncredit internships.

The key to making it happen, though, is overcoming the mental and physical barriers that hinder many students from seeking an overseas internship. A willingness to step out of your comfort zone is a must. The good news for you and your career is that completing an internship abroad has incredible built-in rewards.

“Companies are desperately seeking people who have cross-cultural competency,” says Paula Caligiuri, Rutgers, The State University of New Jersey professor and author ofGet a Life, Not a Job.

We’re not just talking international and multinational corporations: Local firms value international experience, too. “The U.S. demographics are changing,” says Kelly Cleary, senior associate director of Career Services at the University of Pennsylvania. “College grads who understand that their customers or their clients might come from a different background than their own have an important skill set.”

We’ve taken what may seem like a daunting process and broken it down into bite-sized tips for getting your feet wet in foreign waters.


T here’s no denying an internship spent writing grant proposals in a Parisian cafe or learning the ropes of the Asian banking system on the 40th fl oor of a Tokyo high-rise has a certain romantic allure. But don’t think of such prospects as just fl ights of fancy. From a summer analyst position at a Brazilian investment bank to an envi-ronmental conservation internship with a Bangladeshi nonprofi t, opportunities for interning in a foreign land exist and are attainable.

In fact, nearly 20,000 U.S. students interned abroad for credit during the 2008–09 academic year, according to a study by the Institute of International Education—and that doesn’t account for the thousands of young people who secured noncredit internships.

The key to making it happen, though, is overcoming the mental and physical barriers that hinder many students from seeking an overseas internship. A willingness to step out of your comfort zone is a must. The good news for you and your career is that completing an internship abroad has incredible built-in rewards.

“Companies are desperately seeking people who have cross-cultural competency,” says Paula Caligiuri, Rutgers, The State University of New Jersey professor and author ofGet a Life, Not a Job.Get a Life, Not a Job.Get a Life, Not a Job

We’re not just talking international and multinational corporations: Local firms value international experience, too. “The U.S. demographics are changing,” says Kelly Cleary, senior associate director of Career Services at the University of Pennsylvania. “College grads who understand that their customers or their clients might come from a different background than their own have an important skill set.”

We’ve taken what may seem like a daunting process and broken it down into bite-sized tips for getting your feet wet in foreign waters.

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quired to participate in school-sanctioned intern-ships (Spanish 1? French 3? Politics of the Middle East?). Do any applicable grants or school-spon-sored placement programs exist? Inquire about the Web-based resources and databases your school subscribes to, such as GoinGlobal or UniWorld, that offer comprehensive job listings and country guides. GoinGlobal’s country guides, for example, list top employers, local nonprofits, visa regula-tions, and tips for writing a CV.

Don’t hesitate to tap into the academic community’s powerful networking potential: Research professors who have done research or have private-sector connections overseas. Find out where alumni are living and working or see if the career center can provide names of students who

have recently interned abroad. “Alumni, whether they’re an expat or someone who has gone back to their home country after studying in the U.S., might be willing to place an intern, talk to their friends about placing one, or can simply give advice,” says Penn’s Cleary. “Whether you’re in Mumbai or San Juan, it helps to have people on the ground.”

G o G u e r r i l l a

if risk isn’ t a four-letter word in your book, consider taking the search into your own hands. While some opportunities can be found by browsing listings—from the

local Craigslist to Idealist.org—many fruitful op-portunities can be created by forging your own connections. “Part of it is finding out where the resources are,” says Cleary.

In many cases, the right contact is within reach but out of sight. For example, there’s a good chance the U.S. Chamber of Commerce has an association devoted to the economic interests of your target country. Through the American Chamber of Commerce of Argentina, you can find job listings and a place to post your resume or CV. On the flip side, the American-Argentine Chamber of Commerce, for example, located in the U.S., provides similar listings, including committee members (perfect points of contact) and country data. Because the mission of these organizations is to promote trade and investment between any two countries, you’ll find they’re eager to help.

If you find an employer that looks like a good fit but that doesn’t have an established internship program, pitch the idea for your internship anyway. Be sure to explain your citizenship and

T a k e i n v e n T o r y

“Some students simply want to be in London, and they don’t really care what they’re doing.” says Cleary. “Oth-ers know they want to gain a strong un-

derstanding of the Asian financial markets, or to work in international development in India.”

We recommend being as specific as possible. By taking a moment to determine what your objectives are, you’re far more likely to get what you want out of any internship.

Start by considering your motives for interning abroad: Do you see this experience as a way to hone specific work-related skills or more as a cultural immersion? Next, consider your level of comfort with risk: How far out of your comfort zone are you willing to step? Would you be okay with going to a country where you don’t know the language or do you need to be somewhat competent with the native tongue? Similarly, how risk averse you are will determine whether you target a Westernized, democratic nation, or a country with an unstable government, or a country where women don’t enjoy equal rights. Each experience can yield its own benefits, but only one might be right for you. Your preference here will narrow things down quite a bit.

Finally, think about the level of structure you require when pursuing an internship. Finding an internship on your own (see the “Go Guerrilla” section below), for example, might not be the best fit for those who crave certainty and structure. In that case, an established internship coordinated through your university’s career center might be the path for you.

By fleshing out your objectives, you should be able to narrow your search down to two or three countries. Further, consider the feasibility of each: Do you have friends or family living abroad? Do you have background knowledge of a specific country through your studies? Is there a special skill you can hone only in one particular country or region?

T a p y o u r n e T w o r k

once you sort out the wheres and whys, it’s a matter of finding an in-ternship that suits your wishes. Your first stop should probably be your college’s

career center. Find out what prerequisites are re-

W h y I n t e r n O v e r s e a s ?A s t i n t a b r o a d c o u l d g e t y o u r r e s u m e p u t o n t h e t o p o f t h e s t a c k

Showing you can handle yourself in a foreign setting speaks volumes about your ma-turity and emotional strength. International experience can strengthen your ability to com-municate with people from dif-ferent backgrounds and cope in situations that lack structure and certainty. And by throwing yourself into a foreign environment, you can build invaluable self-confidence and self-awareness. “When you strip away ev-erything—your friends, your family, your clothes, your apart-ment—you find a way to mar-ket yourself based on what’s left: your personality and what you can offer,” says Erica Hope, a student who spent a term interning in Greece. “I now feel three times more confident when I go into job interviews. I know myself, and I know what I can do for a company.”

Have a Game Plan F O r m O r e t I p s O n h O W t O Av O I d A b A d e x p e r I e n c e , r e A d t h e d A r k s I d e O n p A g e 3 2 .


work status in that country, ability to relocate, pertinent language or technical skills, preferred work department, and time frame, in addition to attaching your resume or CV. If you have a contact through alumni, faculty, or a connection you’ve noticed on LinkedIn, use it.

p a y - T o - G o p r o G r a m S

it may seem counter-intuitive to spend money so you can offer your precious time, but if you look at all related costs and consider the hours you’d devote to researching and arrang-

ing logistics, the program’s fee might be worth it. Plus, a reputable placement service will give you the piece of mind knowing you’ll be working for a vetted com-pany. “The student really needs to do their homework and find out where exactly those expenses are going to,” says Cleary. “Ask for the breakdown: Is housing or transportation included? Is insurance included?”

Not all placement programs are alike. “I know of [programs] that charge students thousands of dollars for an experience that they could easily create on their own,” says Cleary. Also, keep in mind that some of these programs can end up feeling like a school field trip, where your spend work and nonwork hours with other Americans in the program. “Certainly there will be cultural differences and opportunities to learn by working together,” says Rutgers’ Caligiuri. But you might not have quite the enriching experience you would if you were the only American intern in the office.

m a k e i T C o u n T

in many places outside the U.S. the term internship is as foreign as the students who want to do them. Similar stints of work experience are known as

traineeships or practicums, but the concept doesn’t always translate, especially at smaller, regional firms. “Honestly, they didn’t know what to do with me,” says Tony Vosmandros, a student who spent a semester interning in Greece. “They were almost afraid to delegate their work.”

To ensure an enriching experience, students should get the job description, development plan, and their employers’ expectations on paper before they set sail, says Penn’s Cleary. “Students really need to advocate for themselves. What is the student expecting from the supervisor? Is there a clear mentorship program in place? If not, that’s something a student should request to ensure that they’re successful.”

While most any experience overseas will inevitably foster personal and professional growth, the extent to which this happens is ultimately up to you. For instance, working for a major multinational corporation has benefits and drawbacks. On the upside, it will likely

i t ’ S t i m e t o internationalize your resume, which will typically involve switching to the curriculum vitae (CV), the standard format outside the U.S. While CVs and resumes summarize work experience, skills, and qualifica-tions, CVs are more detailed and thus longer; think of the resume as the skeleton, and the CV as the whole body. Even in the U.S., research and academia often use the CV because it offers a more comprehensive format for presenting someone’s professional qualifications—presentations, publica-tions, awards, etc.—not just his or her work history. Students seeking an internship overseas need not fill 15 pages. They should, however, take advantage of a CV’s detailed nature to highlight lan-

guage comprehension—speaking and writing—as well as the opportunity to include hobbies, interests, and ex-pertise. If you have a passion for Asian cuisine, Japanese anime, or Roman history, list it. Be sure to trumpet any international experience you already have. “The big-gest mistake students make is leaving off their study abroad experience,” says Rutgers’ Caligiuri. Even nonstudy travel abroad sends a positive message about your potential as a global intern. If you haven’t yet crossed borders, highlight experiences that show hu-mility, openness, flexibility, and your experience working out of context. “Chairing a multicultural event for your sorority or leading the French Club in high school are things to mention.”

B e f o r e y o u G o

w H e n y o u r e T u r n

provide structured work environment where managers understand the point—and the value—of an internship. You’ll also have a better shot at parlaying your internship into a full-time job after graduation—overseas or on U.S. soil.

On the other hand, when working with a slew of fellow nationals at a large, American-based firm, interns run the risk of experiencing more of the corporation’s culture than that of the country. “You can live and work in another country and still be in

a big bubble,” says Rutgers’ Caligiuri. It’s easy to fall into what is essentially a domestic experience that happens to take place overseas.

But you’re there to experience other cultures firsthand, so it’s important to put yourself out there: Don’t eat in your company’s cafeteria every day. Ask your non-American colleagues to get a drink after work. Join a club that will allow you to interact with people from that country. “The more local you can get,” Caligiuri says, “the better.”

w h e n yo u f i n a l ly make it back home, it’s time to capitalize on your experience. On a resume, the point isn’t to tell the whole story—save that for your interview. “Make that blurb as intriguing as possible from a competency perspective,” says Caligiuri. “While employers are inter-ested in what you did, they’re more interested in the competencies you’ve gained as a result of what you did. Students should show that they’ve [improved] their international orientation, multicultural interac-tion, and ability to make good busi-ness decisions in nondomestic settings.” Describing your experiences in

concrete terms—“worked with mem-bers of global team to examine poten-tial consumer markets in Finland,” or “researched the Japanese equity market through collaboration with the finance department”—is also ideal. These descriptions paint a vivid picture of how you stepped out of your com-fort zone, while making for great con-versation during an interview. If an international career is a goal for you, dedicate an entire section of your resume to International Experience. This can include all study, work, travel experi-ence, and language skills—and, of course, those competencies.


E X I TRamp

>> Commit these GRIEVOUS OFFENSES and you’ll be sure to join the list of Most Wanted Interns

LUCY BROOKS–––––––––––––Alias: Lunchmeat Lucy

RYAN THOMPSONAlias:�The Catchphrase Kid

Kevin Powers Alias: Kinky Kev

ALIAS: Mean Mean Jenny Green

JENNIFER GREEN

FOR D ISTURB ING THE PEACE BY GREETING THE CEO WITH “HOW’S

IT HANGIN ’ ?” AND INTERJECTING “THAT ’S WHAT SHE SAID” INTO NEARLY

EVERY STAFF MEETING .

FOR MULTIPLE THEFTS OF CLEARLY LABELED LUNCHES FROM THE OFF ICE REFR IGERATOR. ALSO SUSPECTED OF

SCATTERING CRUMBS THROUGHOUT THE K ITCHEN AND BREAK ROOM.

FOR SLANDER AND D ISSENTION , INCLUD ING STATEMENTS ALLEG ING THAT HER INTERNSHIP “SUCKS” AND HER BOSS

IS “A CREEPY PERV,” ON THE PUBL IC FORUM KNOWN AS “FACEBOOK.”

FOR UNLAWFUL USE OF THE OFF ICE PR INTER AND

NEGL IGENCE FOR ACCIDENTALLY LEAVING INVITATIONS FOR H IS “SWINGERS

PARTY” IN THE COPY ROOM.

by Dave Allen

www.facebook.com/nscs94

KellyTax Analyst

I’ve arrived.

Find your path.

statefarm.com/careers

I was tired of spinning my wheels in a dead-end job.

Then I found State Farm®… so many career paths

and one real destination.

It feels good to know I can stay put

and still go places.

State Farm • Bloomington, IL An Equal Opportunity EmployerState Farm • Bloomington, IL

State Farm • Bloomington, ILState Farm • Bloomington, IL

State Farm • Bloomington, ILAn Equal Opportunity Employer

An Equal Opportunity EmployerAn Equal Opportunity Employer

An Equal Opportunity Employer

So many career paths. statefarm.com/careers

statefarm.com/careers

wetfeet magazine, fall 2011

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