E M P L OY E R G U I D E L I N E S A N D P R I N C I P L E S Career Development & Alumni Engagement aims to build sustainable partnerships with local employers, and in doing so we expect that all employers adhere to CSUCI's Employer Guidelines and Principles for Employment Professionals designated by The National Association of Colleges & Employers (NACE) https://www.naceweb.org. The Career Development & Alumni Engagement team provides recruiting opportunities to organizations/companies/employers who adhere to employment guidelines as designated by the U.S. Department of Labor, the Americans with Disabilities Act, EEOC guidelines, and local, state, and federal laws. Disclaimer: The Career Studio at California State University, Channel Islands provides Dolphin CareerLink, a listing service for students and prospective employers of students as a convenience. The University provides no assurance of any kind regarding the actual qualifications or capacities of a student to perform the desired work or of any actual or prospective employer’s willingness or ability to provide the described work. Any student or employer who misrepresents information to the University for the purpose of utilizing this service shall be barred from its continued utilization. Third party recruiters may post their positions only and will not have access to student resumes. The Career Development and Alumni Engagement staff reserve the right to exercise broad discretion and refuse service to anyone.
SELECTING AN INTERN Things to Think About: These are just some of the questions to consider. Your company’s approach will depend on your specific resources and needs. Will you pay the intern? If so, how much? Wages vary widely from field to field, so be sure yours are competitive or offer competitive incentives. Where will you put the intern? Do you have adequate workspace for them? Will you help him or her to make parking arrangements, living arrangements, etc.? What sort of academic background and experience do you want in an intern? Decide on standards for quality beforehand — It will help you narrow down the choices and find the best candidates Who will have the primary responsibility for the intern? Will that person be a mentor or merely a junior manager gaining management experience? What will the intern be doing? Be as specific as possible. nterns, like others in the process of learning, need structure so they don’t become lost, confused or bored. Do you want to plan a program beyond the work you give your interns? Will there be special training programs, performance reviews, lunches with executives, social events? Keep in mind that your interns are walking advertisements for your company. If they have a good experience working for you, they’re likely to tell their friends — word gets around. A bad internship, by contrast, can only hurt your chances of attracting good students for next year. A very important part of your plan should be the assignment of a mentor or supervisor — that is, someone from the intern’s department who will be in charge of the intern. This person doesn’t have to be a teacher per se but should be selected because he or she likes to teach or train and has the resources to do it. If the person you select has never mentored an intern before, give him or her some basic training in mentoring.
REMOTE/VIRTUAL INTERNSHIP GUIDELINES Remote internships involve work arrangements that take place away from the primary business address. While increasing in popularity, unpaid remote internships should be carefully designed to meet the federal labor and university guidelines. Remote internships may involve the use of either face-to-face or online meetings. Virtual internships are a type of remote internship that involves primarily the use of online and cloud-based technologies for conducting assigned work activities. The following guidelines pertain to both remote and virtual internships, and should be used in conjunction with the Employer Internship Guidelines:
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CSUCI Internship Toolkit
