Do you know who Huma Abedin is? You probably do or you might. You just don't know you do.

Huma Abedin is that person you might catch a glimpse of, if you watched the presidential primaries, more specifically, watched Senator Hillary Clinton. Essentially, Huma Abedin is getting a lot of attention as Senator Clinton's "body person" as she manages the Senator's schedule from one event to the next. Here is what New York Magazine says about Abedin. "Huma Abedin, Hillary's beautiful, enigmatic "body person," spends nearly every waking minute with Hillary and so has the best sense of her daily rhythms and routines."

Abedin is known for her extraordinary ability to multitask and juggle several assignments without breaking a sweat.

Huma Abedin was born in Michigan, to an Indian father and Pakastani mother. She was raised in Saudia Arabia and attended George Washington University. Abedin became an intern in the White House in 1996 and impressed Hillary Clinton once she landed a role in the First Lady's office. Her role has evolved into that of the personal "body person" of Hillary Clinton, available to meet the candidate's every need from water bottles to schedules to keeping the press at bay.

College students who are interested in Washington DC internships, here are a couple to consider:

John F. Kennedy Center for the Performing Arts
Internships are open to college juniors and seniors as well as new college graduates within 24 months after graduation. Interns must be interested in careers in performing arts, management and/or arts education. Interns will work 37.5 to 40 hours weekly for a twelve to fourteen week rotation. About 20 college students are selected each semester for these prestigious internships.

Veterans Affairs Medical Center
Psychology majors in approved APA and counseling psychology programs are eligible to apply for internships at the Veterans Affairs Medical Center in Washington DC. The deadline to apply for these internships is November 1. College applicants must have a minimum GPA of 3.0, submit an application, 3 letters of recommendation a formal statement from the program director supporting eligibility for the internship.

Every year thousands of college interns spend time in Washington DC working and learning in a variety of roles. Not only do these internships get valuable work experience, they get to build a network of contacts and mentors who could be invaluable later as your career progresses.

Huma Abedin is one such internship success story.

Article by, Marcia Robinson of BullseyeResumeBlogs. Robinson has been coaching, training, and writing on career, workplace, employment and education issues for students and career professionals for 10 years.

And courtesy of the Recruiting Blogswap, a content exchange service sponsored by CollegeRecruiter.com, a leading site for college students looking for internships and recent graduates searching for entry level jobs and other career opportunities.

Summer internships are already under way, but fall is fast approaching a nd it's not too early to start thinking about what you want out of your internship experience. I went back to my experts to ask what they thought students should look for when trying to find just the right internship.

Donna Dessart, director of Career Services at the Art Institute of California - San Francisco, says, "It's really important for students to think about what they want from their internships. What skills or experience would they like to gain during the internships that will make them qualified for the jobs or careers that they would like to get into? If they have well defined objectives for their internships it will be easier to target companies and sell themselves to employers to get the best internships possible and employers will be impressed that they have a focus and know what they want.

"The easy way to look for an internship is to apply for companies that have posted internships on your college campus or on Craigslist. Companies with established internships have a well defined experience and get a good name on your resume. These types of internships are generally well structured and have a specific process for applying and interviewing.

"You may also call smaller companies or places that you would like to work for even if they don't have an advertised internship. This way you won't be competing with anyone since they may be creating an internship just for you. Or you can ask your teachers to recommend you to their professional colleagues to find those hidden internships not posted anywhere.

"However you find your internship, treat it like a job and take it seriously. You will find out so much about yourself, your skills and what you like and don't like and will gain valuable professional experience, the beginnings of a network and important references for the future."

"I feel a common mistake that many college students make is taking an internship for the sake of an internship," says Alpaytac Junior Account Executive, Brian Saunders, who was an intern with Alpaytac before being hired earlier this year. "Spending the time to research and consider several opportunities may be the difference between simply adding a line to your resume, and gaining some valuable and marketable experience. There are red flags to watch out for when looking for an internship.

For instance,

• How long do they spend interviewing you?
• Were you interviewed in a group, or on your own?
• Did they seem to care about your talents, drive and abilities?
• Or simply that you were enrolled in college?

The amount of care an employer puts into hiring their interns is usually indicative of how much value they place in them."

Keyla Cabret, university relations supervisor for Aflac says, "My advice to college and even high school students who are looking to get a head start on their career planning, is to identify companies that offer internship or career building programs specific to their area of interest. Many major corporations, like Aflac, partner with universities and high schools to train and recruit future employees--often providing students with great experience during the summer months while they are out of school. For example, I started with Aflac when I was a junior in high school as a seasonal employee within the Human Resources department. I was able to utilize the skills and knowledge I gained to advance within the company after I graduated from college."

"I'd also advise students to take advantage of career fairs that may visit their schools by asking onsite recruiters key questions about any company programs in place that provide training for students," she adds.

"I would advise students to look for internships that provide a 'real-world' experience. Interns should look for a job description that allows him or her to interact with clients or co-workers, contribute ideas, and work on projects. This will allow the student to fully understand what to expect within the company and help them determine whether they want to pursue a career within that particular company or industry. I would also advise looking for internships that offer career growth upon graduation. Scottrade embraces our interns and ultimately, would like to see our interns become full-time employees upon graduation (as long it's a good fit for both us and the graduating student). An internship can familiarize you with a particular company and possibly develop into a lifelong career path," Chrissy Glover, intern recruiter at Scottrade says.

And finally, Mary Lin, director of marketing and public relations at Prescott College says, "I ask potential interns to list the skills they'd like to learn and tasks they'd like to complete in an internship. I then try to tailor their work load to fit in as many of those tasks as possible. Without fail, I've observed that interns who know they will be building their resume and portfolio, and that the employer is in their corner, will work harder and do better work."

Once again, treating your internship search like a job search will serve you well when you do start looking for an entry-level job that's a good fit for both you and the company.

Happy summer.

Summer internships are already under way, but fall is fast approaching a nd it's not too early to start thinking about what you want out of your internship experience. I went back to my experts to ask what they thought students should look for when trying to find just the right internship.

Donna Dessart, director of Career Services at the Art Institute of California - San Francisco, says, "It's really important for students to think about what they want from their internships. What skills or experience would they like to gain during the internships that will make them qualified for the jobs or careers that they would like to get into? If they have well defined objectives for their internships it will be easier to target companies and sell themselves to employers to get the best internships possible and employers will be impressed that they have a focus and know what they want.

"The easy way to look for an internship is to apply for companies that have posted internships on your college campus or on Craigslist. Companies with established internships have a well defined experience and get a good name on your resume. These types of internships are generally well structured and have a specific process for applying and interviewing.

"You may also call smaller companies or places that you would like to work for even if they don't have an advertised internship. This way you won't be competing with anyone since they may be creating an internship just for you. Or you can ask your teachers to recommend you to their professional colleagues to find those hidden internships not posted anywhere.

"However you find your internship, treat it like a job and take it seriously. You will find out so much about yourself, your skills and what you like and don't like and will gain valuable professional experience, the beginnings of a network and important references for the future."

"I feel a common mistake that many college students make is taking an internship for the sake of an internship," says Alpaytac Junior Account Executive, Brian Saunders, who was an intern with Alpaytac before being hired earlier this year. "Spending the time to research and consider several opportunities may be the difference between simply adding a line to your resume, and gaining some valuable and marketable experience. There are red flags to watch out for when looking for an internship.

For instance,

• How long do they spend interviewing you?
• Were you interviewed in a group, or on your own?
• Did they seem to care about your talents, drive and abilities?
• Or simply that you were enrolled in college?

The amount of care an employer puts into hiring their interns is usually indicative of how much value they place in them."

Keyla Cabret, university relations supervisor for Aflac says, "My advice to college and even high school students who are looking to get a head start on their career planning, is to identify companies that offer internship or career building programs specific to their area of interest. Many major corporations, like Aflac, partner with universities and high schools to train and recruit future employees--often providing students with great experience during the summer months while they are out of school. For example, I started with Aflac when I was a junior in high school as a seasonal employee within the Human Resources department. I was able to utilize the skills and knowledge I gained to advance within the company after I graduated from college."

"I'd also advise students to take advantage of career fairs that may visit their schools by asking onsite recruiters key questions about any company programs in place that provide training for students," she adds.

"I would advise students to look for internships that provide a 'real-world' experience. Interns should look for a job description that allows him or her to interact with clients or co-workers, contribute ideas, and work on projects. This will allow the student to fully understand what to expect within the company and help them determine whether they want to pursue a career within that particular company or industry. I would also advise looking for internships that offer career growth upon graduation. Scottrade embraces our interns and ultimately, would like to see our interns become full-time employees upon graduation (as long it's a good fit for both us and the graduating student). An internship can familiarize you with a particular company and possibly develop into a lifelong career path," Chrissy Glover, intern recruiter at Scottrade says.

And finally, Mary Lin, director of marketing and public relations at Prescott College says, "I ask potential interns to list the skills they'd like to learn and tasks they'd like to complete in an internship. I then try to tailor their work load to fit in as many of those tasks as possible. Without fail, I've observed that interns who know they will be building their resume and portfolio, and that the employer is in their corner, will work harder and do better work."

Once again, treating your internship search like a job search will serve you well when you do start looking for an entry-level job that's a good fit for both you and the company.

Happy summer.

The question now before us is: What is this new phenomena and where do we go from here? But before we can even attempt to answer that question, a brief evaluation of the usefulness of social networks and related user trends must be conducted with respect to the following user groups: (1) The Personal User, (2) The Business User, (3) The Government User, and (4) The NGO User.

Usefulness of Social Network to The Personal User

From a personal user standpoint, the social network is useful to 3 segments of personal users:

1. The Magical Personal User. The social network is a great safety net (or curtain to hide behind of) for those who are introverted and afraid, unable, or unwilling to easily enter into new relationships or form new friendships. Through the social network, this individual can--as if it were magic--instantly achieve the dream and illusion of having hundreds or thousands of "friends" with just a few computer keystrokes and mouse clicks. There are no risks of being turned down and no embarassments to suffer from. The person making the "friendship" request will never receive a "turned down" message, only good news that the request has been approved, which is usually the case.

   Magical Personal User Trends:
   a. Social-Network-Hop. The magical user tends to engage in social-network-hop by enrolling in as many social networks as possible and accumulating as many "friends" as time will allow.
   
   b. Lack of Active Social Interaction. Outside of making the initial contact, very little time is spent toward nurturing any sort of friendship with any member of their group. In fact, our survey of social network members indicates that up to 99.5% of the initial contacts made by a member never result in any additional communication beyond the friendship-request-approved stage.
   
   c. Ghost Membership. Once a number of friends have been accumulated, boredom sets in, resulting in very little to no additional footprint on the network.
   
   d. Excited by New Gadgets. The magical user gets excited at the introduction of new gadgets that facilitate the making of new "friends"; that is, of course, until the novelty eventually wears off.
   



2. The Practical Personal User. The social network is a godsend for those who are extroverted, outgoing, charming, and charismatic; those who see this medium as an ideal avenue for easily entering into new relationships as well as forming new friendships for social or career enhancement purposes. This individual is not just content on accumulating a list of "friends", but will actually go through the effort of trying to make contact with as many like-minded group members at a meaningful level and in some fashion or another. This could be in the form of phone calls, emails, videoconferences, face-to-face meetings at a local level, or a combination thereof. This individual--a practical personal user--is not afraid to take risks and is very comfortable in his/her own skin.

   Practical Personal User Trends:
   a. Limited Number of Social Networks. The practical user belongs to a few social networks and accumulates a "manageable" number of "friends."
   
   b. Active Social Interaction. In addition to making the initial contact, a significant amount of time is spent toward developing and nurturing a "limited" number of new and "bona fide friendships" in anticipation of real payoffs from these interactions.
   
   c. Active Membership. The practical user is not only actively engaged in developing relationships but also has an interest in the overall development and success of the social network. Their footprint on the network extends way beyond their individual group.
   
   d. Excited by Practical Gadgets. The practical user gets excited at the introduction of "practical" gadgets that enhance the "relationship building" experience.
   



3. The Rarefied Personal User. The social network has very little appeal to those who, in general, are (1) more or less very static in terms of personal relationships, (2) indifferent to new technology and normally fall in the "late adopters" category, and (3) more or less maintain a very or sufficiently active brick and mortar lifestyle; which leaves them very little time for fiddling on the internet. Therefore, these individuals don't really feel the need to belong to a network. This individual--a rarefied user--is quite content to belong to one network with only a "handful" of "friends" that he/she will most likely never get a chance to communicate with.
   
   Rarefied Personal User Trends:
   a. One or Two Social Networks. The rarefied user belongs to one or possibly two social networks and accumulates only a handful of "friends."
   
   b. Total Lack of Active Social Interaction. Outside of making the initial contact, no time is spent developing or nurturing any sort of friendships or relationships.
   
   c. Ghost Membership. Outside of making the initial contact, additional footprint on the network ranges from nil to none.
   
   d. No Interest in New or Practical Gadgets. The rare user is neither impressed with, and nor cares about, new or practical gadgets.
   
   

From a business user standpoint, the social network is useful to 3 segments of business users:

1. The Baffled Business User. The social network is a very complex and confusing landscape to those who are aware of its potential benefits but nonetheless are baffled as to how they can tap into this powerful medium to increase revenues. They are intimidated by social network rules and regulations; are afraid of being accused of spamming or engaging in advertising and "self-promotion." Just as parenting is something that one learns on the job and no parental training courses are required in order to have children, so it is for the baffled user who aspires to be a "social network marketer."

   Baffled Business User Trends:
   a. Social-Network-Hop. The baffled user tends to hop from one social network to another without any clear sense of direction or business strategy. Their motto is "make friends and let's see what happens."
   
   b. Lone Ranger Effort with No Corporate Buy-in. Typically an individual effort and not part of an organization's business development strategy and budget allocation.
   
   c. Engage in Useless and Idle Chatter. The baffled user believes in the Network Contributor Myth which espouses that your primary reason for becoming a member of a social network is to freely contribute your knowledge and expertise and that any business communication which falls outside that scope may be considered spam, advertising or self-promotion. As a result, the baffled user is left with no choice but to engage in a lot of useless and idle chatter that makes no business sense whatsoever.
   
   d. Reluctance to Seriously Engage. Outside of making the initial contact, very little time is spent toward nurturing any sort of "serious business relationship" with any member of their personal network due to a genuine fear of being labeled a spammer, advertiser, and self-promoter. But, most importantly, the reluctance is due to the fact that the baffled user does not really know how to organize their personal network and where to begin. In fact, our survey of social network members indicates that up to 99.8% of the initial contacts made by a baffled business user never result in any "serious business communication" beyond the friendship-request-approved stage.
   
   e. Ghost Membership. Once a number of friends have been accumulated and the baffled user is left with disappointing results in terms of both time spent and financial results, boredom and the resignation of failure sets in, resulting in very little to no additional footprint on the network.
   
   f. Excited by New Gadgets. The baffled user gets excited at the introduction of new gadgets that facilitate the making of new "friends"; that is, of course, until the novelty eventually wears off and the typical wasted time and disappointing financial results set in.
   



2. The Transformative Business User. The social network is a godsend for those who: (1) are intelligent, forward-looking, astute, bold, daring, outgoing, charming, and charismatic; (2) understand the power of this medium to transform lives, businesses and industries; and (3) see it as an ideal avenue for easily entering into new and lucrative business partnerships and alliances, as well as form powerful friendships. This individual--the transformative user--is not only content with accumulating a list of "friends", but will actually go through the effort of mining all contact data for strategic research and business development purposes; as well as initiate appropriate contact with targeted group members at a meaningful level and in some fashion or another. This could be in the form of phone calls, emails, videoconferences, face-to-face meetings at a local level, or a combination thereof. This individual is (1) not intimidated by arcane or nonsensical network rules, (2) is not afraid to "sell", (3) is willing to take acceptable risks, and (4) is very comfortable in his/her own skin.
   
   Transformative Business User Trends:
   a. Limited Number of Social Networks. The transformative user belongs to a few social networks and accumulates a "manageable" number of "serious and bona fide friends."
   
   b. Part of a Coordinated Business Strategy with Corporate Buy-in. The transformative user is able to evangelize the benefits of the social network to the powers that be and able to secure social network marketing as a line item in the overall marketing budget.
   
   c. Active Social and Business Interaction. In addition to making the initial contact, a significant amount of time is spent toward developing and nurturing a "limited" and "qualitative" number of new and "bona fide friendships" for both short-term and long-term economic benefits.
   
   d. Focus on Organizing Group or Personal Network. The transformative user focuses on implementing a coordinated and concentrated effort to organize their group or personal network for business development purposes. Primary means of interaction include audio or web-based teleconferences and local face-to-face events.
   
   e. Active Membership. The transformative user is not only actively engaged in developing relationships but also has an interest in the overall development and success of the social network. Their footprint on the network extends way beyond their individual group or personal network.
   
   f. Excited by Practical Gadgets. The transformative user gets excited at the introduction of "practical" gadgets that enhance the "relationship building" experience.
   


3. The Reluctant Business User. The social network has very little appeal to those who, in general, are (1) entrenched in the old tried and true ways of doing business and are currently relatively successful or star performers; (2) are technology agnostic or indifferent to new technology and normally fall in the "late adopters" category; (3) more or less maintain a relatively fast-paced to very hectic brick and mortar schedule which leaves very little time for experimenting on the internet; and (4) are reluctant to take risks which could impact their careers. This individual is quite content to belong to one or two networks with only a "handful" of "friends."
   
   Reluctant Business User Trends:
   a. One or Two Social Networks. The rare user belongs to one or possibly two social networks and accumulates only a handful of "friends."
   
   b. Total Lack of Active Social Interaction. Outside of making the initial contact, no time is spent developing or nurturing any sort of friendships or relationships.
   
   c. Ghost Membership. Outside of making the initial contact, additional footprint on the network ranges from nil to none.
   
   d. No Interest in New or Practical Gadgets. The reluctant user is neither impressed with, and nor cares about, new and practical gadgets.
   
   

From a government user standpoint, the social network is useful to 2 segments of government users:

1. The Information-Centric Government User. The social network is a magnet for government administrators and members who are primarily interested in either sharing, disseminating, or obtaining info among and across related groups or silos of interest.
   
   Information-Centric Government User Trends:
   a. One or Two Social Networks. The information user belongs to one or two social networks; is more interested in being part of a group instead of accumulating a long list of "friends."
   
   b. Moderate Social Interaction. A moderate amount of time is spent toward developing a "limited" but "qualitative" number of contacts for information sharing purposes.
   
   c. Active Membership. The information user is actively engaged in either obtaining, sharing, or disseminating info on the network.
   
   d. Interest in New and Practical Gadgets.
   
   


2. The Organizational Government User. The social network is a bedrock of innovation for technologists, a Shangri-La for policy makers and administrators dealing with and seeking solutions to complex issues.

   Organizational User Trends:
   a. One Corporate Social Network. The organizational user belongs to one corporate social network acting as an internal "think tank"; is primarily interested in leveraging the corporate social network for organization-related needs.
   
   b. Part of a Coordinated Organizational Strategy. The organizational user has a specific mandate from the powers that be to leverage the power of the social network in an organized fashion in order to attain organizational goals.
   
   c. Extensive Social Interaction. An extensive amount of time is spent toward developing a "qualitative" number of contacts in order to achieve organizational objectives.
   
   d. Active Membership. The organizational user is an active and integral member of a team with clear and well-defined objectives; a sort of collegial body.
   
   e. Interest in New and Practical Gadgets.
   

Usefulness of Social Network to The NGO User

From an NGO (non-profit organization) standpoint, the social network is useful to 2 segments of non-profit users:

1. The Information-Centric NGO User. The social network is a magnet for NGO administrators and members who are primarily interested in sharing information with their members and donor base as well as the facilitation of a flow and exchange of information between donors and management.

   Information-Centric NGO User Trends:
   a. One or Two Social Networks. The information user belongs to one or two social networks; is more interested in being part of a group instead of accumulating a long list of "friends."
   
   b. Moderate Social Interaction. A moderate amount of time is spent toward developing a "limited" but "qualitative" number of contacts for information sharing purposes.
   
   c. Active Membership. The information user is actively engaged in either obtaining, sharing, or disseminating info on the network.
   
   d. Interest in New and Practical Gadgets.
   



2. The Fundraising NGO User. The social network is the holy grail for fundraisers seeking to establish and maintain an active and loyal donor base via instant and interactive online communication.

   Fundraising NGO User Trends:
   a. Issue-Oriented Social Networks. The fundraising user belongs to a limited number of issue-oriented social networks and is very interested in accumulating a long list of "friends."
   
   b. Active Social Interaction. A significant amount of time is spent toward developing an qualitative list of contacts for fundraising purposes.
   
   c. Active Membership. The fundraising user is actively engaged in either obtaining, sharing, or disseminating info on the network.
   
   d. Interest in New and Practical Gadgets. The fundraising user is particularly interested in tools that will advance donor database collection, donor giving and donor loyalty.
   

So what is this new phenomena we speak of and why is it so important in the overall scheme of things? This new phenomena is a trend toward organizing these social networks in such a way that they begin to slowly take on the characteristics of a virtual organization, which we'll discuss later in greater detail. What is more surprising is the fact that this trend flows from both directions: the social network and the user. However, that being said, this trend is only applicable to a certain segment of personal, business, government, and NGO users--as described above--and they are as follows: (1) The Practical Personal User, (2) The Transformative Business User, (3) The Organizational Government User, and (4) The Fundraising NGO User.

Now, that we know who these virtual organization trendsetters are, let's talk briefly about 3 of the 5 main characteristics of a virtual organization they are beginning to exhibit, albeit in some crude fashion or another: (1) Structure, (2) Discipline, and (3) Communication.

STRUCTURE. With respect to structure, we're beginning to see the formation of a rudimentary organizational structure--a GlobaLocal structure--within some of these social networks, social network groups and personal networks of individual members. Let's review examples of 3 different types of GlobaLocal structures:

The GlobaLocal Network Structure:

The GlobaLocal Network Structure is an organizational structure setup at the social network "corporate" level that is designed to directly benefit the organization as a whole. For example, XING, a social business network based in Hamburg, Germany, has in place an Ambassador program which establishes "official" XING groups at the local level in major cities worldwide; for the primary purpose of organizing "official" offline events designed to plant solid physical roots--as well as to promote the XING brand--at the local level. It is a formal relationship with rules, regulations and performance criteria.

The GlobaLocal Group Structure:

The GlobaLocal Group Structure is an organizational structure set up at the social network "group" level that is designed to benefit a particular group within the social network. In this particular example, SICU (Synergy Integrated - Connects the Unconnected)--a group within XING--has formed a rudimentary version of a virtual organization titled "SICU SSG" (SICU Synergy Solutions Group) so that members of the group can effectively form highly dynamic "think tanks" and "service cluster teams" that allow them to (1) develop a shared strategy; (2) make use of their combined resources, core competencies, creativity, and connectivity; and (3) rely heavily on each other in order to accomplish their mission and stated business goals.

GlobaLocal Personal Network Structure:

The GlobaLocal Personal Network Structure is an organizational structure set up at the "personal network" level of an individual member that is designed to primarily benefit that member. This personal network consists of "friends", whether or not they belong to any group on the network, who have requested to be connected to that individual member and become part of their "personal network." In this example, Jane Doe (fictitious name of a real person) seeks to establish weekly and monthly online and offline meetings with certain members of her personal network on XING in order to energize her base of contacts and generate mutually beneficial opportunities. These meetings are consistent; highly organized; have a clear agenda; and are focused on performance and results.

DISCIPLINE. No organization can exist without discipline. In all three (3) previously cited examples of structure, they all seem to strive, more or less, toward the adoption or maintenance of some level of discipline although they are not really sure as to how far they can go and how much to impose. Discipline--whether it is self-imposed or externally imposed; or online vs. in a brick and mortar environment--is a necessity for any type of organization.

COMMUNICATION. Effective and consistent communication, as well as the proper means of delivery, are a "must" in a virtual environment. Again, as noted in all previously cited examples of structure, today's available tools (i.e. free or very cheap long distance phone service, free teleconference, free web-collaboration tools, 'e.g., Skype, GoogleDocs, Yugma, Microsoft SharedView') are more than enough to facilitate communication and cooperation between all parties. All that remains to complete the circle is an effective communicator with excellent verbal, written, and oratory communication skills.

We will not attempt to cover the two (2) remaining main characteristics of a virtual organization since they fall outside the scope of this discussion, however, more information regarding virtual organization management can be obtained at http://www.virtualorganizationinstitute.com

So Where Do We Go From Here?

Without a doubt, social networks are on a slow march toward an inexorable quest to virtual organize out of practical and economic necessity. Although this march is currently being spearheaded by an elite group of networks and users, as well as the leading virtual organization management education provider, Virtual Organization Management Institute, the next five (5) years portend to be an exciting period of growth and maturation for social networks and the virtual organization industry as a whole as these networks metamorphose and evolve into virtual organizations. This period of maturation will lead to a broad acceptance and adoption of virtual organizations by all existing and new social networks as well as all classes of users within the next 8-10 years. History is being made and it's really an exciting time for all.

ABOUT AUTHOR: Pierre Coupet is the Founder, Chairman, CEO & Doctor of Virtual Organization Management at Virtual Organization Management Institute; and the founder of the modern virtual organization management discipline pioneered since 1997. To contact the author, call 818-804-5959 or send email directly to chairman@virtualorganizationinstitute.com

Copyright 2008. Pierre Coupet, Virtual Organization Management Institute, NetWEB Elite Solutions, Inc. Cannot be reproduced without permission. All rights are reserved. All trademarks are the property of their respective owners.

"No one is really safe these days from sudden, unannounced job cuts," noted Graber, "firms act quickly to effect cost savings, so lay-offs can impact any level of employee." Graber has observed several corporate clues that can be, "Fire Alarms" and he advised that all employees take particular note of these potential harbingers of trouble:

Internship Coordinator for the Art Institute of California-San Francisco, Katie Layous, said "The best thing about internships is the experience students get from interacting with professionals, building their skills and networking connections, and growth of industry knowledge. Internships are one of the best ways to gain experience and to test a career choice." The worst, Layous said, is "when the student isn't doing the job or when the employer isn't pulling through on their end."

"Similar to having interns with diversity, the best thing about having interns in general is that they bring new and innovative perspectives to the company," said Elsa Morgan, HR director for JAKKS Pacific. "The worst thing about interns is that they are never here for long enough!"

Alpaytac Junior Account Executive, Brian Saunders gave two very detailed descriptions of the best and worst aspects of Alpaytac internships: "We have had interns at Alpaytac tell us they left the program feeling 'an inch taller,' that is to say, vastly more confident in their abilities and the future of their career. Alpaytac's unique internship structure allows them to develop the skills they will need in the business world, placing them atop the shoulders of job candidates who require extra training. Interns benefit the company, as well. They are excited about their industry and eager to contribute. Their enthusiasm consistently drives them to go the extra mile with their work, and this in turn challenges the full-time employees to do the same."

So what does Saunders think is the worst thing about internships? "The hiring, training, and fostering of interns utilizes Alpaytac's most valuable resource: our time. It is disappointing when an intern does not reciprocate the efforts we put into their training. However, when those efforts are met wiht an equal amount of commitment and enthusiasm, it typically results in a long and productive working relationship," he said.

"Internships at Scottrade allow students a great opportunity to learn more about the industry and provide impeccable hands-on experience," said Chrissy Glover, intern recruiter for Scottrade. "Not only does the student discover their true desire to pursue a career in this industry, but we have an opportunity to see hwo well the intern acclimates to Scottrade and what the job requires."

Alicia King, public relations coordinator for Clarke/Eric Mower and Associates (Clarke/EMA), sums it up this way, "Once an intern has secured a position with a company, it's a great way for the company to hold a three-month trial for the intern and vice versa, for the intern with the company. Internships ... provide students with fresh perspectives and potential new hires for the organization."

Like Saunders, Maureen Buehler, global manager for Autodesk Global University Programs, and Rebecca Hall, APR, CEO, and president of IDEA HALL gave detailed explanations of what they feel are the best and worst aspects of internships.

The best: "Building relationships with students to proactively develop a rich 'talent pipeline' for future staffing needs is a significant value-add to any company. In addition, internships can clarify career objectives and reduce attrition in degree areas such as computer science and ingineering promoting retention in these fields," said Buehler.

"The best thing about internships," Hall said, "is the exchange of relationships and building on a network beneficial to both the intern and the organization. A day will come when a former intern can be the gatekeeper or key influencer to bringing business to an organization."

The worst: "There is always risk in investing time, resources training, and exposure to product knowledge in a student who may not be converted or may take the skills they have learned to market themselves to an industry competitor. The key is providing a well structured internship program that is designed to offer project-based assignements that are both challenging and encourage personal growth," Buehler said.

And for Hall, "the worst thing about internships is not having a system or set of clearly defined roles and expectations for the intern. It is a company's responsibility to have a program laid out for interns wishing to engage in real world experience. Anything less is a disservice to both the organization and the intern."

"Internships are like an extended job interview and it allows the company and the student to put the best foot forward," said Keyla Cabret, university programs supervisor for Aflac, echoing Alicia King's sentiments. "An example," she continued, "is that Aflac student interns and co-ops present ideas and project updates to senior management where they can showcase their skills and knowledge learned in college but transferred to the job. Therefore, they are able to build relationships and expand on their business skills through working as a team member on special assignments and employers find this advantageous in potential employment possibilities."

And finally, David Kowalczyk, co-director of Career Services at Assumption College thinks the best thing about internships is that the practical experience the students gain can help them validate their professional interests; and the worst thing about internships is that "limitations do occur when interns accept offers predicated on internship experience without analyzing what else is available." Basically, intern ... know thyself.

This concludes our first exploration into internships, their importance and their benefits. Be on the lookout for further developments.

Not surprisingly, they all agreed that a recent college graduate with work experience gained while working in a restaurant or clothing store could realistically be hired for one of their companies, and here are their reasons why:

"Yes, I would hire a grad who worked in a clothing store or restaurant while in college," said Katie Layous, internship coordinator for the Art Institute of California-San Francisco. "A student who has had a part-time job while attending school will still build many marketable soft skills. A restaurant worker will build good communication skills, teamwork skills, and time management skills. A sales associate at a retail store learns about customer service, how to maintain neat and tidy surroundings, or cashier and register transitions. Proof of soft skills is very important to employers. The top ten qualities employers look for in new college graduates, according to Job Outlook 2007 from the National Association of Colleges and Employers (NACE) are all soft skills.

Elsa Morgan, HR director for JAKKS Pacific, said her company "would not be opposed" to hiring a recent college graduate who worked a part-time retail or restaurant job while in college; "however, if they did not gain the appropriate skills in one of those positions, and they are applying for a position that requires a certain criteria of skills, then they really would not be a good fit for our company."

Because there are many sales jobs out in the workforce, it can't hurt to have those kinds of skills, which can be learned more in retail than in the restaurant business, but then again, think back to a time when a waiter/waitress suggested the "daily special" or a certain dessert in such a way that enticed or intrigued you enough to make you want to give it a try. Wasn't that a sales pitch? For David Kowalczyk, co-director of Career Services at Assumption College, "A good sales work experience can be very helpful. Students who can qualify and close a customer are valuable individuals."

Alpaytac, said Junior Account Executive, Brian Saunders, considers "any and all experience when reviewing candidates for employment. Diversity among life and work experience shows that a person is not only educated, but also well-rounded. If the candidate can apply what he/she has learned in other experiences to their position at Alpaytac, then that has value to us. Industry, experience, however, remains invaluable and a high priority."

"There are a collection of attributes that make up a desirable college graduate," said Maureen Buehler, global manager, for Autodesk Global University Programs. "While a past internship at a high tech company or industry equivalent is preferred, a student's extra-curricular activities, rigor of their academic coursework, participation in school projects/case studies and involvement in student clubs are also important in developing a well-rounded and uniquely qualified candidate."

Rebecca Hall, APR, CEO, and president of IDEA HALL said, yes, she would hire a student who had gained experience working in a restaurant or clothing store while in college "because working in a restaurant or clothing store develops skills of adhering to a schedule, being on time, maintaining standards of excellence for their respective roles and responsibilities."

Finally, Keyla Cabret, university relations supervisor for Aflac said, "Many career seekers often believe that the insurance industry primarily offers jobs in sales, often overlooking the many other professional level opportunities that can exist within the industry that allow for transferable skills. Customer service skills are high on the list of core competencies for Aflac."

So, if you are a recent college graduate who chose not to do internships while in college, but instead to get a part-time job, don't worry. Depending on your responsibilities, your part-time job may be just what you needed to be an asset to any or all of the companies to which you apply.

In our "melting pot" society, one would expect diversity in the workplace to be a given. It's not. Surprisingly, there are still some companies that are as homogeneous today as they were 60 years ago. If a company is able to thrive without embracing diversity, it's the exception, not the rule. Most employers realize that in order to expand their companies, they must be willing to open their minds and their doors to people from various walks of life - and this includes people with disabilities. Diversity isn't all about race and gender any more.

I asked our internship experts how important they think diversity is to the internship selection process, and this is what they had to say:

"This is vital and necessary, especially for global companies, to have a variety of backgrounds and bring different perspectives to the work environment. These perspectives lead to new ideas, creativity, and growth, and add tremendous value to a company," said Maureen Buehler, global manager for Autodesk Global University Programs.

Rebecca Hall, APR, CEO, and president of IDEA HALL sees diversity as "key in recruitment of interns primarily for the fact that organizations must value diversity of thought and perspectives from individuals with different 'filters' like cultural upbringing, life experiences, etc. This is especially important in today's world with everchanging demographics, which impacts us all."

"Incorporating diversity into the workplace is not only the right thing to do," said Keyla Cabret, university relations supervisor for Aflac, "it also makes good business sense as it is important that a company be reflective of the community and customers in which it serves."

As Katie Layous, internship coordinator for the Art Institute of California-San Francisco, put it, "most employers go with the standard of being equal opportunity employers."

So there's no reason why a student looking for a quality internship or a recent college graduate looking for a great entry-level job should feel hindered because he has a disability or belongs to a certain ethnic minority.

Most of us are aware of the benefits college studens get from internships, like real world experience, professional contacts, and an insider's view of a potential workplace. But what do interns bring to the table?

Our experts all agree that interns bring "insight and objectivity," but as you will see in the following quoted responses, companies gain more than fresh perspectives and ideas from their interns:

Keyla Cabret, university relations supervisor, Aflac had this to say: "Some advantages of being a product of the millennial generation is the ability to adapt to change quickly. Whether it is going to school with a diverse group of people or readily understanding the newest technology, this is a generation that is used to change ... and they expect it. For example, as a college recruiter for Aflac's University Relations department, I am often looking for students for our internship and co-op programs who exhibit characteristics that indicate they are fast learners and not afraid of change. These are the type of students who eventually become full-time employees with the potential of having a long and successful career with the company."

Chrissy Glover, intern recruiter for Scottrade offered: "Often times, the intern is the first face a customer sees when walking into the branch or the first voice a customer hears over the phone. Because of this, our interns have a lot of opporutnity to impact customers' experiences within the first minute of contact. Scottrade takes pride in being recognized for excellent customer service and our interns play a large role in customers having a positive experience with us."

Brian Saunders, junior account executive for Alpaytac provides two examples: As an intern with Ogilvy and Mather 20 years ago, the founder/president of our agency led the acquisition of a major client with her ideas and thorough research and development of a key campaign." More recently, Alpaytac's own interns made a tremendous impact on their company when "a recent group [of interns] conducted outstanding research regarding the unknown toxic chemicals used in household cleaners, which led to a feature interview with our CEO on Air America to promote healthier and safer cleaning."

Katie Layous, internship coordinator for the Art Institute of California-San Francisco, told this internship success story: "I had one company report that an intern helped brainstorm a whole new process for the company to try and it worked. It was much more productive than the past way they had been doing it. Many employers report our AI interns are assets to their organizations and are able to bring the latest technology skills to their companies."

Maureen Buehler, global manager for Autodesk Global University Programs, recognizes that students can also have a post-internship impact on companies: "Interns invigorate teams with new talent, techniques and energy to continually stimulate leading-edge ideas. Additionally, internships increase a company's profile at key universities when students return to campus and become 'ambassadors' sharing the value proposition that company offers."

Fresh perspectives, creativity, objectivity, and technological savois faire are only a few of the things interns offer companies during their internships. As pointed out by Rebecca Hall, APR, CEO, and president of IDEA HALL , interns also "provide an opportunity for staff with 2-5 years of experience to learn and practice managing people."

Internship programs are mutually beneficial when created and managed properly.

Some students choose internships that sound great but end up being disappointments because the students are only permitted to suppor regular employees by filing, photocopying, and going to get coffee for everyone. Since they didn't enroll in college to become office assistants, being given only office assistant tasks on a regular basis sits poorly with them.

So, the question is: How can an intern positively overcome being used solely as an office assistant?

"Seek mentors and request worthy assignments," advises David Kowalczyk, co-director of Career Services at Assumption College. "Offer to do extra work."

Brian Saunders, junior account executive with Alpaytac, and Rebecca Hall, APR, CEO, and president of IDEA HALL, went a little more in depth with their advice. "All interns are assigned those "gofer" tasks occasionally, and it is part of their job to do them well. However, they should never feel limited to these tasks," says Saunders. "Proactively asking questions and taking initiative shows that this person is here ... to learn the industry and become a valuable member of a team. Additionally, what may appear to be 'gofer work' can actually be an important step to executing a campaign. In order to run a successful PR campaign you have to understand the structure of a camaign from the ground up. Success at the lowest levels feeds into success later on."

"What interns must realize is that in tasks that are perceived as mundane, it is the trial test that determines if the individual is adept at following through, providing updates, and is detail oriented," says Hall. "Students can overcome this in a positive way by having a 'can do' attitude and asking for more meaningful tasks when it is clear and demonstrated that they can handle small, administrative tasks."

Keyla Cabret, university relations supervisor for Aflac, agrees with Saunders and Hall that there will be times when interns are called upon to do "basic tasks" like answering the telephone, copying or reviewing documents, and the best way to avoid or overcome being used as nothing more than an office assistant is by speaking up. "A potential graduate ... can gain valuable on-the-job experience by requesting additional assignments or offering suggestions for projects [regular employees] are working on."

All the experts agree that it's up to the interns to take the first step toward improving the conditions of their internship; however, they have some advice for employers, too.

"Companies that only utilize interns for the most menial tasks are missing a tremendous opportunity," says Saunders. "An intern is a fresh, eager and willing young mind. To not utilize them to their full potential is a waste of everybody's time."

Katie Layous, internship coordinator at the Art Institute of California-San Francisco feels "interns need to be guided and coached, and if empoyers are only going to use them as gofers, no one will benefit. If you train an interns well, it benefits both the student and the company in the long run," she said.

"A company should regard an internship program as an important strategic initiative to audition potential students to become full time hires," suggests Maureen Buehler, global manager of the Autodesk Global University Program. "The payoff in converting interns is that key talent is ready to contribute at higher levels more quickly."

"Our advice to other employers would be to set clear goals of what you want from the intern before you hire them. If you have an established position with specific criteria, both parties can reap the rewards," says Elsa Morgan, HR director for JAKKS Pacific.

While it is important for students to speak up when they feel they are being underutilized during their internships, so is it essential for employers to realize the opportunities they have before them to groom future entry-level employees for rewarding careers with their companies.

Internships are extremely important to those who are completely unfamiliar with the industry in which they want to work. I majored in journalism, but had almost no industry experience outside of two journalism workshops done during my high school years - too far back to even be relevant - and writing occasionally for the campus newspaper. That simply wasn't enough to prepare me for a career after graduation. So, I went in search of one and ended up finding two - one with a community newspaper and the other with an online company, which gave me experience working in the world of "new media."

Scottrade Intern Recruiter, Chrissy Glover, believes that although it's not impossible to get a good job without an internship, it certainly helps, especially if you chose wisely. "If a [candidate] can say that they have worked one-on-one with brokers, customers, and branch managers that weighs heavily with a potential employer," Glover said. She concluded that for employers, internships are evidence of real world experience and that's what they seem to want most in new hires.

"Even if your elected major doesn't require an internship or co-op, it is suggested your participate in one because the skill set that can be acquired during this brief period is immeasurable when it comes to applying for positions after graduation," said Keyla Cabret, university relations supervisor for Aflac. Recent college graduates want to embark on exciting, lucrative careers. Internships and co-ops can help them achieve their goals by providing the best possible industry-related skills to present to a potential employer.

On my first day of my first real job as an intern/desktop publishing assistant, I was asked by my publisher boss to take a load of scrap lumber to the town dump. Yes, an open pit of stinky garbage. He magnanimously gave me the keys to the company 20 yr old Impala wagon (think Gremlin wagon but flatter) and we loaded it up practically to the ceiling with some 2x4s. Having never driven a car other than our family 1978 VW bus, I had never experienced power brakes.

On the final curve to the dump, I began to brake - only to realize that brake in this car meant touch the pedal slightly and BRAKE! And in slow motion, I screeched to a halt in the middle of the turn and watched 2x4s slide into the windshield forming a spiderweb of glass. Being an eventual Princeton graduate, I had not stacked lumber behind my head so I was physically fine. But mentally I was not fine. At 17 years old, I was screwing up royally in my first job on the very first day. What a confidence killer! And this was a small town so there was no way I could hide my stupidity for long.

So in tears, after unloading the lumber (the windshield was still driveable), I returned to the office, fearing the worst - getting fired. But no, something worse would happen. My boss, a notorious cheapskate, came out and looked at the car and said, "if you were going to wreck the car, couldn't you have at least totaled it so insurance would pay for it?" I was relieved/horrified/disbelieving at his reaction. And later we all laughed.

There were other unpleasant tasks ahead in my future in this job, but they were doable when balanced with the higher-skilled responsibility I was later given.

And still later, my boss wrote me a wonderful recommendation for college and to this day, I continue to use the desktop publishing skills I learned from that job. I also learned about other menial tasks, sticking clip art on straight, and what it was like to work with great people.

I did not take the job because I knew for sure I wanted to go into newspaper production. I applied for the job because I had computer skills, enjoyed creative pursuits, and wanted to find out what it was like to work for someone. I was just lucky I kept the job after that first day; the funny thing is, my boss fixed that windshield and I saw it driving around for at least another 10 years. Do you have any funny internship experiences to share?

Article by, Juliet Wehr Jones, M.D. and courtesy of Career Key, striving to help all people make the best career choices, worldwide.

Katie Layous, internship coordinator at the Art Institute of California San Francisco, thinks "internships help students test the waters with companies. A student might think an organization works on way, but in reality it's completely different than they thought."

"A good internship is a preview of professional level work experience," said David Kowalczyk, co-director of Career Services at Assumption College. When looking for a quality internship the Career Services office is the best place to start. Most, if not indeed all, college and university campuses have one. Get to know your Career Services advisors in addition to talking to friends and classmates who have recently completed internships.

1. "Use all of your resources to find a great internship. You don¹t have to look too far to find a great resource. Take advantage ofthe career counselors and advisors at your college or university and look toyour network of friends. Upperclassmen may be able to recommend internships they have held or heard about.

2. Practice professional job seeking skills. Take your internship search seriously as if you were looking for a full-time job. Formalize your correspondence and avoid using ³text messaging² grammar or spelling. Make sure your e-mail screen name is appropriate. Set up a more professional user name, such as using your first initial and last name, or use a university or college e-mail address. Check your voice mail message and ask yourself if that message would resonate well with a potential employer.

3. Show an interest in the company. Your initial query or cover letter should be personalized and reference the company and position you are applying for. Do some research about the company and point out any prior experiences that relates to the company. Once you have booked an interview, take the time to research the company further and know what you seek to gain from the position and what you can contribute. When you sit down for the interview, ask informed questions.

4. First impressions are important. It is ok to be nervous, but show your confidence. A great handshake, eye contact, good posture and concentration are keys to creating a great impression. Although casual is in, dressing professionally and wearing a suit shows that you will take the job seriously.

5. Make your experience relate. Employers realize college students may have little professional experience, but that does not mean you should not have a solid resume. Include part-time jobs, volunteer work, fundraising and charitable activities, athletics and even school-related projects that may align with the internship you are seeking. Make connections that work. For example, working as a cashier might not sound impressive or even relevant to an online brokerage. By making these connections, you can show that you are accurate, have handled money and filled out deposit slips and most importantly, that you have experience working with others and resolving customer issues.

6. Think outside the semester Scottrade, like many companies, values its internship program as a source for hiring top young talent. Let the internship recruiter know that your goal is to work with that company beyond your internship.

7. Follow-up After the interview, send a thank-you letter by mail or e-mail. This will give you another chance to represent yourself to the internship recruiter and hiring manager and reiterate key points from your interview and your interest in the internship.

As their importance continues to grow, finding the best internships will become increasingly difficult, as will finding the best entry-level jobs. Work to improve your soft skills - oral and written communication, professionalism, work ethic, critical thinking, problem solving - and always keep in mind that a large percentage of employers start with their interns when looking for the best entry-level employees.

No one ever disputes the value of internships that actually put interns to work on projects that will enhance what they've learned in their classrooms. What isn't often discussed is how interns benefit employers.

Mary Lin, Marketing and Public Relations Director of Prescott College, has had a "fantastic experience" with the two interns she hired over the past two years. Not only were the interns "cooperative and enthusiastic" even when they're sometimes asked to put in extra hours, but they also gave Lin's staff an opportunity to learn the "latest" and to act as mentors, which can be very rewarding. "Interns feel like valued members of the process and systems of work," Lin said.

Patricia Harman is the director of communications for the Restoration Industry Association (RIA), "the leading trade association for cleaning and restoration professionals worldwide." Harman, who also teaches at a college in her area, outlined her top 10 list of the reciprocal benefits of hiring interns:

"1. Today's students are extremely well versed in new technology. Our interns work on our website, create our PPT presentations and show a lot of our "old dogs" some new tricks.
2. They add a great outside perspective to many of our projects.
3. They help us find creative solutions we may not have considered.
4. Because they're anxious to learn and get experience, they're willing to work on just about any project we give them. (We give them real work and try not to waste their talents on mindless tasks.)
5. They're a great source of new employees for our company.
6. We work hard to give our interns real experiences that will look good on their resumes or in their portfolios, so they'll have an advantage over other job applicants.
7. We can afford them.
8. They can be a big help when regular staff members leave or go on vacation, or we have a major event that requires more staff.
9. They usually have very good ideas and aren't encumbered by politics or past history. 10. Since we publish a monthly magazine and an e-newsletter, I benefit from having additional writers on staff."

While it's true that not every company can afford interns, those that can do themselves a disservice by not creating an internship program that will not only help college students get much needed practical work experience, but will also help the company teach older employees how to use new technology, bring in fresh perspectives, and facilitate their searches for quality new hires. For example, when Harman's assistant got another job, she chose one of her interns to fill the position. And at Prescott, exemplary interns in Lin's office were able to "move into other positions as a result of their execllent service as interns." Clearly, internships are beneficial all around.