This project has been funded with support from the European Commission.
This web site reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
This guideline provides the companies with specific suggestion on how to host internships. The guideline covers topic such as: creation of fruitful cooperation with VET institutions; organisation and tutoring of the internship.
Usually companies use pre-selection attitudinal tests. There are few other tools that offer the same value for the decision-making process, in fact the attitude tests are developed and designed to bring out the characteristics of the character more in line with the company mission and with the assignment to which the intern must be destined. (A selection for a commercial profile will provide different tests than those indicated for an administrative profile). In recent years, the aptitude tests are made online so that both the traditional training and the virtual training will be the same. The texts focus on highlighting the following characteristics:
Mathematical thinking, calculation;
Deductive reasoning, recognition of standards, learning efficiency;
Mechanical and technical understanding;
Knowledge of foreign languages
As a rule, the last phase of the selection process consists of an interview that is often individual in the case of a traditional internship, while in the case of virtual internship it is preferable to create a virtual meeting in which various candidates and business consultants participate. The meeting can be made on video or via chat. In the latter case it is possible to deal with a business case and wait for the best solutions from the different candidates to verify the ability to work in a team, however it is possible that the meeting is conducted by one or more selectors who simultaneously interview multiple candidates. The purpose of this last technique is to compare the profiles as well as to bring out certain personal characteristics (such as leadership skills).
Other tools that companies can use to select future trainees are:
Social recruiting: the selected companies tend to evaluate the work and character aspects through the social pages of the potential candidates. Facebook, Instagram and LinkedIn are the social networks most explored by recruiters to find information on candidates. Personnel recruitment companies, in recent months, have focused on Instagram both for the rapid expansion that is mainly happening among young people and for the social feature that tends to enhance the narrative skills of the subject.
This project has been funded with support from the European Commission. This web site reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.