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UNPAID Human Resources HR Intern

Overview:
This role is for someone interested in gaining a lot of management experience. You will directly interact with others regularly (minimum, not maximum, of 3 hours per week). It will be challenging for you to get others to achieve better results, and it will also be challenging for you to inspire others to want to be compliant with rules.
Time commitment: minimum 3 hours per week, 90 days
Payment: see below
Benefits:
  • real projects with measured impact
  • letter of recommendation
  • eligibility for scholarship/grant for post-graduate degrees, certifications, or designations
  • reimbursement* for real estate license education, exam, registration, insurance, etc. (please inquire for details)

Location Requirements:
This is a VIRTUAL internship. However, if your school requires you to visit a physical commercial location, it can be arranged for you to visit almost any Keller Williams branch that is convenient for you on a weekly basis. There is often extra space available in a friendly and professional atmosphere. If this option is used, neither that office nor its associates will be responsible for you. You will report virtually and only to Russell Bernstein.

SUMMARY OF LEADERSHIP ACTIVITIES
The internship program is comprised of 4 teams of more than 20 interns nationally. Interns perform their work alone with review by the CEO and supervised review by other veteran interns on their team (also reviewed by the CEO). Interns sometimes interact with interns on other teams. Some interns interact with clients or prospective clients.

Everyone records their actions, including details such as topic, assign date, completion date, rating, and learning. This information is analyzed for the intern's benefit in terms of how it quantifies the qualitative factors of the impact they had in this role for their resume. For example, "Jane consistently contributed 20% more than the minimum requirement, which was apparent in how often she volunteered for leadership actions, which likely caused team results to improve by 30% overall among 5 team members."

The 2 most challenging aspects of the system for interns are (a) actually recording their own actions and (b) sufficiently recording the learning experience such that the action is less about the work and more about the learning.

THIS IS AN INTERNSHIP PROGRAM. It is an opportunity for interns to learn, and it is a way to associate the experience with the interns career development. It is challenging for interns to view it as an internship. Many only want to either work or not work, so it's a constant battle between both sides to drive results through the various challenges of work, school, and life toward a successful UNPAID learning experience.

This Management Associate internship is not a job, and the roles of other interns are not jobs. It they were jobs, the leadership experience would be far more complicated. However, the goal of this role is to focus the learning experience on a core element of leadership, which is much more positive and sustainable, especially in the beginning of any leadership experience,

On one hand, in this role you will encourage those who take actions more slowly to be more diligent about recording actions. During this process, you'll likely notice areas where the CEO needs to improve communication and training. In other words, some interns feel left in the dark, and creating more action is sometimes just about giving more attention and confidence.

Alternatively, other inters are more independent and learn quickly. However, they often are also more resistant to more work when it lessens their perceived result. These individuals need more coaching on quality rather than quantity, and this manifests in the form of ensuring that they are reflecting satisfactorily on their learning experience in each action. For example, if the task is "making a chart", they will write "I learned how to make a chart" as their learning experience. However, the action is not the purpose of their learning experience (most of the work is redone by the CEO anyways). These interns need to not only be coached but also held accountable for reflecting more and writing something like "While making the chart, I learned a lot about how data, displayed in different methods, can be used to explain biases of the data itself."

Less often, but important to this role is conflict resolution. All of the interactions of interns on a team INEVITABLY result in conflict. It is critical to provide leadership to help resolve and prevent conflict on an ongoing basis. And examples include but are not limited to being an anonymous resource for disclosing conflict to leadership without disclosing the identities of either or both parties involved in conflict so that it can be addressed appropriately to the team. Another example might be performing surveys (written or verbal) to help cultivate more honest responses and feedback.

SUMMARY OF ANALYSIS
This is NOT an analyst role, but there is data to be analyzed. The interns, on 4 teams of more than 20 nationally has a "task sheet". They record every project that they complete, and everything is managed in an Excel sheet with a variety of fields about the project but also fields about time to completion, days in between assignment, the intern's rating of the task, and something they learned about it. This information is automatically analyzed in a series of pivot tables to help quantify their efforts for customers (so we can communicate our level of effort), to the team interns (so they can quantify their own impact and perhaps put it on their resume), and to leadership (so that we can understand fluctuations in performance and make changes to improve performance, including but not limited to preparing to recruit more interns, addressing dissatisfaction with tasks, rewarding unique individuals, etc.). The core action of this review process will be to read what interns wrote for what they learned and follow-up with the ones who wrote exactly what the action was. It is very important that the interns garner not only skills but also critically think about and develop a deeper understanding of why actions are completed rather than having the mindset "I have been assigned the task, so I must complete it". The focus of this internship is about developing leaders who may pursue a similar or related career, not about getting work done.

LIST OF ACTIONS AND TIME FOR THIS ROLE
  • You will create new / modify existing pivot tables (if necessary) and analyze data on an ongoing (weekly basis), less than 1 hour total per week (likely 15 min every day or so 4x per week)
  • You will meet with the CEO once per week to communicate a SWOT analysis, likely 30-60 minutes
  • additional time commitment is a minimum additional 1 hour per week (likely a few minutes conveniently spread out throughout the day and week) making calls/texts/GroupMe's to follow up with other interns to help hold them accountable for unfinished actions, to better understand their lack of production by opening and encouraging lines of communication to remain open, and to identify urgent actions that may need to be completed by another intern or the CEO
  • there is a great deal of flexibility in this commitment (school absolutely comes first) in terms of both flexibility in time commitment AND scope of work (for example, you may miss a week or even 2 for finals or even personal reasons. This is not a job. This is a learning experience.)

Unique Software experiential learning opportunities
  • probably just Google Sheets

Career-related learning goals
  • Learn to interview potential interns
  • Learn to communicate effectively with interns with diverse backgrounds and experience levels
  • Learn to handle difficult leadership decisions

Supervision/Mentorship
  • Intern will work directly with CEO who also has a MBA, which makes it possible for interns to get course credit
  • Intern will be asked to perform work on real projects with real deadlines. The challenge will not be to complete projects within a deadline but rather to communicate the intern's inability to complete some or all of a project so that it can be completed by employees.
  • Intern will speak on the phone with the CEO once a week for 1 hour and more frequently if the intern is available. Communications will also be via email and Google docs
  • Each task will be recorded in a task list that will record a variety of metrics including time spent, time to complete, etc.
  • Flexible Time commitment aligned with intern's personal and professional needs. For each task, the intern is asked to self-assign a deadline. If that doesn't work for the Supervisor, it will be assigned to another intern or the Supervisor will perform the work. THE ONLY THING that the Supervisor desires is for the intern to communicate when he or she cannot meet a deadline with as much notice in advance of the deadline as possible.
  • Internship Duration is ongoing
  • There are other interns already and others are being recruited, so there will be opportunities to take on leadership roles (like supervised training of other interns and supervised collaborative projects with interns from other universities nationwide)

Payment
  • If the intern wants to get paid, they must have or intend to get a real estate license in order to get commission (you do not have to have a real estate license before you apply)
  • If the intern does not want to get a real estate license and or ALSO wants to get academic credit, we recommend that you speak with your academic advisor on this before submitting your application to our internship program.

Course Credit (optional, not required)
  • Many universities have an independent study program or courses to help accommodate course credit for internships
  • The "independent study" course is likely 1-4 units based on the number of hours expected inside and outside the class per week. For example, a 1 unit internship would mean a commitment of 1 hour meeting per week and 1 hour of work per week
  • You likely need to get a professor at your university to sponsor your independent study. The purpose of this professor will be to approve the internship scope, activities, and goals and to help ensure that you are meeting those goals and that employers are not taking advantage of your time. Many business professors would be happy to sponsor you if you come into a meeting with them with a proposal prepared. The CEO will be happy to help you design that proposal.
  • Some universities do not require a professor to sponsor you, but they may require the direct supervisor of the employer to have a Master's degree.
  • Our CEO has a MBA, which will satisfy that requirement. Our CEO also has experience in education, both in teaching and curriculum development, as well as in coaching, once formally for the Korean National Team as well as for high school and youth sports.
  • In the case of universities without this mechanism in place, unique considerations may have to be created, and the CEO is happy to speak with your career advisor about accommodating your schools systems and protocols to get you the credit you deserve.

Unpaid vs Paid Internship
(FLSA Compliance Notice according to USDOL Factsheet #71)
  1. The extent to which the intern and the employer clearly understand that there is no expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee—and vice versa. THERE IS NO PROMISE OF COMPENSATION. IF YOU GET YOUR REAL ESTATE LICENSE IT IS POSSIBLE TO NEGOTIATE A COMMISSION. HOWEVER, COMMISSION IS PERFORMANCE-BASED. YOU (AND WE) EARN MORE WHEN WE SELL AND YOU ( AND WE) MAKE ZERO IF WE DON'T SELL. PLEASE CALL TO DISCUSS GETTING YOUR REAL ESTATE LICENSE
  2. The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions. THE CEO HAS BOTH TEACHING AND COACHING EXPERIENCE AS WELL AS CURRICULUM DEVELOPMENT AS WELL AS A MBA. YOU WILL BE GIVEN REAL LIFE TASKS AND THERE IS A DEFINED 90 DAY PROGRAM. IF YOU ESTABLISH A FORMAL INTERNSHIP FOR CREDIT, YOU WILL BE GIVEN A GRADE.
  3. The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit. SEE ABOVE
  4. The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar. THIS IS LEFT UP TO THE STUDENT TO DEFINE.
  5. The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning. THIS IS LEFT UP TO THE STUDENT TO DEFINE.
  6. The extent to which the intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern. THE INTERN'S WORK COMPLEMENTS THE ROLE OF THE CEO BECAUSE THE EXPERTISE DESIRED IS LARGELY DRIVEN BY INTEREST AND FUTURE CAREERS WHICH RESULTS IN SIGNIFICANT EDUCATIONAL BENEFIT
  7. The extent to which the intern and the employer understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship. THE INTERN IS NOT ENTITLED TO A JOB AT THE CONCLUSION OF THE INTERNSHIP. EVEN IF AN INTERN GETS A REAL ESTATE LICENSE, THEY MUST STILL INTERVIEW WITH THE CEO'S BROKER OR WITH A BROKER IN THE INTERN'S CHOSEN STATE OF LICENSURE