What are the Best Practices in Overall Intern Experience among Highly Desirable Internship Programs?

[Excerpt] Most companies hire college summer interns for one of two reasons: to build their talent pipeline of future full-time hires and “test drive” potential employees, or as a way to increase their short-term workforce in order to complete a project.1 Both are legitimate business practices and, while some companies choose to hire interns for one reason or the other, the best internship programs are the ones where those purposes intersect. If the goal is to convert interns into permanent employees, it is of critical importance to provide students an experience that exposes them to new and challenging work. In fact, the top three reasons that students listed for pursuing an internship were to gain real world experience, build their resume, and learn new skills. While it may seem simple to meet those criteria, companies that have exceptional internship programs dedicate considerable resources and planning to achieve their level of success. This paper will highlight a selection of practices that leading internship programs employ, divided into two categories – Structure and Perks

What are the Most Important Capabilities/Competencies for Managers Who Lead People?

With the advancement in technology and the rapid increase of globalization, there is now an increased need for managers to engage in better communication, coordination, improved performance, team monitoring, and interdependency and trust. Unfortunately, while an increasingly large number of companies are focusing on leadership development at the higher organizational levels, majority of the organizations admit that they are not very successful in providing leadership development at all levels within the organization. It is therefore important to develop sets of leadership skills that would be useful at multiple levels of the organization

What are Companies Doing to Retain as Well as Develop People of Color and Women?

[Excerpt] Despite their best efforts, many corporations are unsuccessful in their attempts to create more inclusive environments that allow for progression and growth of women and minorities. More than 75% of CEOs include gender equality in their top ten business priorities, but gender outcomes across the largest companies are not changing. People of color represent 18% of directors and women of color represent only 4% of directors. Many leaders would theorize that this is a “pipeline” issue in that fewer qualified women and minorities are available in the workforce. However, the numbers just don’t support this hypothesis—the number of women and minorities in the workforce has been rising steadily since 1980; indeed, both groups have been in the workforce long enough to have been groomed for ascension to higher ranks. This research will identify key considerations for developing women and minorities as well as possible ways for building more inclusive mindsets

What are the Most Important Capabilities/Competencies for Managers Who Lead People?

With the advancement in technology and the rapid increase of globalization, there is now an increased need for managers to engage in better communication, coordination, improved performance, team monitoring, and interdependency and trust. Unfortunately, while an increasingly large number of companies are focusing on leadership development at the higher organizational levels, majority of the organizations admit that they are not very successful in providing leadership development at all levels within the organization. It is therefore important to develop sets of leadership skills that would be useful at multiple levels of the organization.What_Are_the_Most_Important_Capabilities_Competencies_For_Managers_Who_Lead_People.pdf: 2032 downloads, before Oct. 1, 2020

Effects of once-weekly exenatide on cardiovascular outcomes in type 2 diabetes

BACKGROUND: The cardiovascular effects of adding once-weekly treatment with exenatide to usual care in patients with type 2 diabetes are unknown. METHODS: We randomly assigned patients with type 2 diabetes, with or without previous cardiovascular disease, to receive subcutaneous injections of extended-release exenatide at a dose of 2 mg or matching placebo once weekly. The primary composite outcome was the first occurrence of death from cardiovascular causes, nonfatal myocardial infarction, or nonfatal stroke. The coprimary hypotheses were that exenatide, administered once weekly, would be noninferior to placebo with respect to safety and superior to placebo with respect to efficacy. RESULTS: In all, 14,752 patients (of whom 10,782 [73.1%] had previous cardiovascular disease) were followed for a median of 3.2 years (interquartile range, 2.2 to 4.4). A primary composite outcome event occurred in 839 of 7356 patients (11.4%; 3.7 events per 100 person-years) in the exenatide group and in 905 of 7396 patients (12.2%; 4.0 events per 100 person-years) in the placebo group (hazard ratio, 0.91; 95% confidence interval [CI], 0.83 to 1.00), with the intention-to-treat analysis indicating that exenatide, administered once weekly, was noninferior to placebo with respect to safety (P<0.001 for noninferiority) but was not superior to placebo with respect to efficacy (P=0.06 for superiority). The rates of death from cardiovascular causes, fatal or nonfatal myocardial infarction, fatal or nonfatal stroke, hospitalization for heart failure, and hospitalization for acute coronary syndrome, and the incidence of acute pancreatitis, pancreatic cancer, medullary thyroid carcinoma, and serious adverse events did not differ significantly between the two groups. CONCLUSIONS: Among patients with type 2 diabetes with or without previous cardiovascular disease, the incidence of major adverse cardiovascular events did not differ significantly between patients who received exenatide and those who received placebo