AT Think

When a firm has hired 40 to 45 new class graduates each year for the past four years, it makes sense that their employee population would get a lot younger. And what does a firm gain with a younger population? Energy, enthusiasm and well, insight. At least for one New England firm.

When a firm has hired 40 to 45 new class graduates each year for the past four years, it makes sense that their employee population would get a lot younger. And what does a firm gain with a younger population? Energy, enthusiasm and well, insight. At least for one New England firm.

Sarah Krom went from being interviewed for an internship at Cowan Gunteski & Co. to interviewing new intern candidates in a handful of years. She shared her views from both sides of the table in today's story.

There is something special about the Internship Program at Cowan Gunteski & Co. P.A. For the past two years, it has been run by the Young Professional Group, a committee of ambitious team members who are below the level of manager and under the age of 35. Prior to that, the in-charge person was a partner. Empowering the Young Professionals with the Internship Program changed the foundation of the program. Since we are so much closer to the age of the interns, we can relate on a level of “buddy” more than “mentor.” It is important to an intern who is nervous about entering their first “real world” experience, to make that transition with people to whom they can best relate. Because partners and managers are at a different stage of their lives and careers, they may not be as approachable or available when a question needs to be answered or advice is sought. I personally feel that this one progressive move is changing the future of the firm, since a great deal of hiring is done through the Internship Program. From the perspective of a college student, it is much easier to approach a “20-something” team member than a partner who may be the same age as your dad. Cowan Gunteski & Company has allowed us to bridge the generation gap between management of the firm and its future leaders. As a staff accountant who has been with the firm for less than two years, I cannot believe I am in the position that I hold today. Cowan Gunteski & Co. has entrusted me with interviewing and hiring the summer interns for the firm. When I sat across the conference room table from Bill McNamara, the partner–in-charge of the Internship Program in 2003, for my own interview, I never expected to be in his seat just three years later. This responsibility has given me the opportunity to learn a great deal about the interview process. If I knew back in 2003 what I know now, the interview process would not have been so daunting. Although Career Services and professors coach eager college graduates on how to dress, act, speak and behave on interviews, they cannot ease the pressure of actually going on an interview. I invite all those anxiously seeking employment to breathe a sigh of relief—the people on the other side of the table are not the enemy. In the past year I have interviewed more than 25 potential intern candidates. During each interview I would try to put myself in the candidate’s shoes. Having been there myself only three years ago, I remember those nervous feelings as I went over each checklist item, just as I was taught in college: dark suit – black or navy (as a female I always struggled with a skirt or pants but have found that either are appropriate as long as you feel confident), bring a portfolio with an updated resume and review the company’s Web site to have intelligent questions to ask the interviewer. On the way to the interview, I felt it was important to practice answering the basic questions: What are your strengths and weaknesses? What are your goals? What have you accomplished that shows leadership? With sweaty palms, stressing out about arriving on time and not saying “Uh” or “Um” too much—it could have been construed as torture.

Just because some of the latest graduates to enter the workforce have had to resort to asking their parents for rent money doesn't mean they don't still have high standards for their employers. "We may be stuck working for your organization and be unable to hop to the next company willing to buy us a company iPhone, but that doesn't mean we have to like it," Phil Jones writes in the Echodemic blog, written by Gen-Yers who know they are on the track to replace retiring Boomers."Keeping us happy, especially as your lackeys and entry-level professionals, will make your lives easier by creating more positive employees who aren't just showing up to work every day and hating their jobs like some Office Space reality show."Even though this Gen-Yer knows he doesn't have a sea of options available to jump ship, he knows that the companies need employees like him as much as those employees need a paycheck.Jones offers three simple and inexpensive tips to improve relationships with younger workers.*Let them have fun—this could entail nights out to bond together or "goofy office challenges."*Recognize them for their work—just a compliment is fine, no money needed.*Interact with them."No man is an island...unless his manager is never there," Jones writes. "We're used to having attention, receiving constant feedback and being told exactly how to succeed. In a recession, we know you get busy. However, we still would like to have you talk to us, buy us a cup of coffee, and tell us jokes.To read the full blog, click here.

Just because some of the latest graduates to enter the workforce have had to resort to asking their parents for rent money doesn’t mean they don’t still have high standards for their employers.

Looking to beef up your portfolio of potential employees?

Looking to beef up your portfolio of potential employees? Take a lesson from one savvy California firm. Read more on today's Accounting Tomorrow blog.

Why do we misunderstand each other in the workplace?

Proving generational clashes aren’t only taking place in the states, we found an article in an Australian small business publication quoting a 24-year-old KPMG employee in Melbourne worried about her future for the first time after her two close friends lost their jobs.