In June internships are arriving to startups and big companies. This situation can be an important growth opportunity for you or it can be a nightmare. Actually, the decision is in your hands.
There are 3 documents that I recommend you to have ready to receive them. Whether you’re going to do it yourself or someone from your team, you will need them:
- You company “Welcome Pack”
- “Working plan”
- “Training Manual”
1) Welcome Pack: Present your company to your new “guests”.
Maximum 3 slides, 1 minute video, or whatever you decide. Keep it short unless you want them to fall asleep on the first hour.
Include the following information:
- Who is your company?
- What do you do? What´s your value proposition?
- What is your differential?
- What are the current company goals? (stop talking about vision, mission, and values, can you be concrete? who you are today and where you want to be in 12 months and how are you going to make it?
- What is your internship role within these objectives? How will they add value?
- Introduce them to the team, Organization Chart, Office (give them a tour if necessary so they do not get lost)
- Practical information on location, schedules, contact person, credentials and the reporting line that will follow.
- Information about the tools and accesses they will use to develop their work.
2) Working plan: What will they do, when and how?
• Explain exactly what they are going to do and how their results are linked to one of the company’s objectives that you mentioned earlier.
• Establish a target that is measurable, demanding and achievable at a progressive level.
• Identify how you will measure these results using a KPI or a numerical objective. This point is fundamental. They need direction and know how their work is measured and how it impacts the company.
• If they are sales objectives: daily number of calls, emails, proposals sent, responses received, etc.
• If you are producing content: number of posts, number of words, distribution in channels and quantify results• Establish a daily, weekly and monthly number that they must reach.
• Monitoring and reporting: how are you going to follow up. Use shorter deadlines especially during the first 2 weeks and make them longer afterwords. If you do not do the follow-up, indicate who will do it within your company. Do not skip supervision if you want to see positive results.
• Feedback: establishes channels, schedules and people. Especially at the beginning they will have many questions about how to do their job so set some Q & A times to be more effective. Encourages teamwork, among them, in order to solve doubts or generate them together.
3) Training Manual: What do they need to know to do the job?
- What do you need to know to be able to do your job? It is your first day. They have no idea who you are, or your company, or what you do, so make an effort and treat them as clients.
- How are they going to sell something they do not know? Strive to explain what they sell and how they are going to do it.
- Information about the sector, competition, product / service and competitive advantages.
- Ask them to record the doubts of your customers, whether they are companies or final customers. Both those who have been able to answer it and those who have not.
- Ask them to train before calling any potential client
- Show them the sales flow they are going to have to follow. You should have it done and just ask them to do it. Call / Email, Objection Log, Objection Management, Call / Email, etc
- Prepare the scripts or templates that will be needed at each moment of the sales cycle, be it for the call or the emails.
- At the beginning, it leaves things very clear and increase the follow up and as they get more confident allow them to enrich your processes, but always from the knowledge that the action gives. After all, you have more heads working for you. Take the opportunity.
•Be patient, or leave them with someone with patience
• Make things simple but clear
• Treat them like your customers.
• Listen to your doubts because they will give you information.
• Provides the right tools to do their job.
• Be demanding.
•Be open to feedback
• Supervises the work.
• Remember how it was for you and try to improve it. Do it for your business and because your professional development is your responsibility at this time.
• Arrange informal catch ups with the rest of your team to help them with their social life. Happy people are more productive.
The easy part is writing it. I know that you have different priorities to ask for more funding, search for investors, reach sales goals, close deals, contact media, strategic partnerships, meeting with the engineers, new alliances and a long list of strategic tasks that seem more important than managing your team, but, I’ll put it another way: it’s about you learning to make the work of other people profitable. They have just given you an extra 1800 euros to work on your project, so you should be able to generate at least 6000 euros per person in this period. Or perhaps, have you not established a business objective linked to the position?
The management and profitability of talent is one of the challenges of startups and founders, so start with the internships and remember the time when you were one of them. Right now, their proffessional growth it i son your hands.