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Accurate time tracking audit is the backbone of smooth project delivery and clean invoicing. But even with a tracking tool in place, inconsistencies in usage, gaps in entries, and overlooked errors can quietly add up, leading to revenue leaks and reporting headaches. That’s where a structured time audit process comes in. By setting up a simple, repeatable routine for your monthly tracking review, you can catch issues before they become problems.
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It starts with good intentions. You offer to take on a little extra—help out here and there. Maybe someone asks for a favor, and you’re happy to step in. Or maybe no one asks; you just see the need and fill it because that’s who you are. You care. You want to be helpful, supportive, reliable. But over time, that constant yes starts to weigh more heavily.
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#2, you’re getting a lot of advice to create an undergrad intern intake form – but why not go the whole hog and create a formal undergrad internship program? You could find out what the staff they’d be working with are willing to do (and they might be more willing if they know it’s a predictable, regular, structured program, so they can prepare and reuse materials), and model the program on that to increase your chances of finding hosts.
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#5: there’s also a lot of logistics in hiring: collecting and doing a first review of resumes, contacting candidates and answering basic questions about the job, organizing and scheduling interviews, making sure the interviewers follow the law and the policies of the company, and that all adds up to a full-time job most places. I’ve worked at companies that had specialized recruiters for finding candidates for open roles, specialized recruiters for doing the logistics described above
Technological discovery, across the centuries, tells a story of slow yet glorious evolutionary development. From the surgical hooks and probes of ancient Greece to the emerging role of AI in scientific discovery, digital innovation has charted a path of thoughtful, cumulative progress. Today, global coalitions across health care, tech, artificial intelligence, academia and education are on distinct yet united missions to make the highest levels of expertise universally accessible in our digital
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In reply to LW2. Can you build this into your structure? For example, you tell interns they have X weeks to get the lay of the land and identify an initiative/project/area of focus, which they then present to the manager in Week Y. On the back end, when you recruit managers you name up front that the biggest commitment is the need to set aside Z hours in Week Y for the project proposal, and then offer some bare minimum guidance for follow-up (e.g., 30 min check-in every other week).
“The part can never be well unless the whole is well.” —Plato Where Medicine Loses Its Mind M odern neuroscience no longer studies the brain. It markets it. Wrapped in scans, loops, and circuitry, it presents diagrams as if they reveal thoughts and feelings. Terms like “reward systems,” “emotion centers,” and “decision circuits” suggest precision. But these aren’t discoveries—they’re metaphors.
In reply to LW2. To be honest, I would strongly recommend not taking interns if you’re expecting them to come into a structureless program and find their own things to do with minimal supervision. It’s going to be frustrating for the intern, frustrating for anyone who is managing them, and more likely to drive someone away from a field than encourage them in it.
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Have you ever had one of those days where your coffee spills, your inbox becomes a digital avalanche, and your mood takes a nosedive? Where the universe seems to conspire against you, and all you can do is take a deep breath and hope the rest of the day turns around. Staying optimistic in the middle of the madness? Not easy. Life gets messy. Stress piles up.
LW1: I once had similar anonymised feedback and to cut a long story short what was being objected to was actually that I wasn’t cordially greeting my colleagues on my way through the cube farm in the morning. In my case the solution was an audiology appointment and confirmation of two relevant hearing conditions (!) and a concerted effort on my part to perform greeting rituals. “I genuinely didn’t hear you” soothed colleagues who had thought I was deliberately ignoring th
CEO Olivier Bron shares what distinguishes the 150-year-old brand in the crowded retail landscape and how it aims to create lasting relationships with shoppers.
In reply to Yoli. I think the chances of an undergrad coming up on their own with a initiative/project/area of focus that is useful to the company is fairly close to zero. They don’t have the experience or high-level view to do that. Most fully employed individual contributors don’t even think up all their own work projects – certainly not within their first few weeks, if ever.
To ensure that their companies engage effectively with stakeholders, CEOs must set communication standards, embody the organization’s culture and purpose, and speak up in moments that matter most.
In reply to LW2. I appreciate that you want to encourage students into your field, but I’m not sure if it sounds like you have the organisational capacity to do that through the medium of internships for undergrads. Providing structure and direction is pretty fundamental, and if your colleagues can’t do that then that’s not going to create the kind of positive experience you want for the students.
The CEO of The Minnesota Star Tribune shares his journey from Google executive to state economic leader—and now, to reimagining the future of America and the places we call home.
In reply to Bilateralrope. I can think of lots of reasons why a company would want to control the information that they are recruiting for a particular position: Anything near the C-Suite could attract speculation which would affect the stock price A new initiative/business direction — “hmm, looks like Alpacas, Inc is recruiting for a cereal director, sounds like they are pivoting into the Camelid food space” Looking to replace someone who is not currently aware they are going
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In reply to Bilateralrope. My partner has had some of these “NDA before we tell you about the job” situations in pharmaceutical development. It’s typically because it’s something big for the company that’s early stages and thus still confidential, like the company pulling up a new plant in X region and looking for a site head.
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In reply to bamcheeks. An internship frequently means a couple of months of full time work, doing significant tasks. If the internship is unpaid, it legally should be an educational opportunity, so not taking over duties normally done by an employee, although this is often ignored. So substantially more than shadowing an employee for a week or two – that’s the kind of thing I’d expect high school students to be looking for.
In reply to Emmy Noether. Building on this, if it is in fact reasonable in your specific context for interns to be coming up with their own projects, it would be helpful to give them a few examples of projects other interns in their situation have done. This would help them calibrate things like what’s reasonable scope, what’s within their jurisdiction, the threshold between laudable initiative and presumptuous overstepping, etc.
In reply to Crencestre. Yes! I can’t tell if you’re doing that already, LW, and if you are, and they can’t answer, it’s OK to move on. (You could also direct them back to their university careers team, who could help them identify what they want and write a more useful answer.) But if you are just asking something like, “Can you give me details of what you’re looking for?
In reply to username. It doesn’t sound from the letter like OP2 has the capacity to do this, though: We are extremely understaffed, I have a hard time getting any managers to agree to even the very structured internships because of the amount of time the supervision and training would entail.
In reply to nnn. We use slightly different terminology in the UK, but I am assuming that the opportunities for undergraduates are more like what I’d call work-shadowing (1-2 days of literally sitting beside someone and seeing what they do) or work-experience (1-2 weeks of attending work and completing a few low-level tasks, but definitely organised ad-hoc around the work experience person’s need to observe work rather than to complete tasks the organisation needs doing) rather than a
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