Latest news with #internship
Zawya
a day ago
- Business
- Zawya
BENEFIT launches fourth edition of FinTech Internship Program ‘MASAR'
Manama, Bahrain – BENEFIT, the Kingdom's innovator and leading company in Fintech and electronic financial transactions service, has officially announced the launch of the fourth edition of its annual FinTech Internship Program 'Masar'. This strategic program is designed to cultivate the potential of Bahraini youth by equipping them with hands-on experience, and skills development in the FinTech sector. Aimed at empowering 40 aspiring Bahraini trainees, Masar serves as a gateway into the FinTech ecosystem, offering participants the opportunity to gain real-world exposure, sharpen their innovative thinking, and actively contribute to advancing the Kingdom's digital economy. The fourth edition of Masar is open to all talented Bahraini university students, as well as members of the BENEFIT family, reflecting the program's commitment to inclusive national talent development. Aligned with the highest industry standards, it offers advanced training in emerging financial technologies alongside hands-on workshops, enabling participants to work on real-world projects under the guidance of experienced professionals at BENEFIT. Mr. Salah Al Awadhi, Chief Human Resources Officer, commented, 'We are pleased to launch the fourth edition of the Masar program, building on the strong foundation and success of its previous cycles. This initiative reflects our commitment to advancing national talent and equipping Bahraini youth with the specialised skills required to thrive in the FinTech sector—an increasingly vital pillar of the digital economy. We firmly believe that investing in human capital is fundamental to sustainable progress, and we are confident in the ability of Bahraini youth to play a leading role in shaping the Kingdom's digital future.' Mr. Al Awadhi affirmed that the latest edition of Masar is designed to advance the development of a highly skilled, innovation-driven generation equipped to meet the evolving needs of the FinTech sector. By emphasising experiential learning and critical problem-solving, the program empowers participants to apply their academic knowledge in practical settings. It serves as a vital platform for preparing future FinTech leaders who will contribute to Bahrain's Vision 2030 and the broader goal of fostering a resilient, knowledge-based economy.
Fast Company
a day ago
- Business
- Fast Company
Deanna Strable's journey from intern to CEO of Principal Financial Group is inspiring—but may become increasingly rare
Hello and welcome to Modern CEO! I'm Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. As a new crop of summer interns arrive at your company, it's worth considering: Will one of them rise to CEO? Deanna Strable, who became CEO of Principal Financial Group in January, interned at the company during college. After graduating from Northwestern University, she joined Principal as an actuarial assistant, the start of a 35-year journey that included a stint abroad and senior roles including chief financial officer (CFO) and president and chief operating officer (COO). (Disclosure: Principal is a longtime Inc. advertising and sponsorship partner.) 'People love to ask, 'Why'd you originally come to Principal?' but I think a fundamental question is, 'Why did you stay here for 35 years?'' Strable says of the insurance and benefits company, which last year reported $16.2 billion in revenue, up 18% from 2023. 'It ultimately comes back to the work, the company, and the people.' From entry-level to executive The intern-to-CEO path isn't unheard of, especially at family-led companies. Comcast chairman and CEO Brian Roberts, whose father founded the cable company, first interned at its Storecast marketing unit in 1974. J. Patrick Gallagher Jr., CEO of Arthur J. Gallagher and Co., a global insurance brokerage founded by his grandfather, interned at the business in 1972. Some prominent CEOs are 'lifers,' having spent their whole careers at one company. Tricia Griffith, CEO of the insurer Progressive, started as an entry-level claims representative, and Mary Barra, CEO of GM, started at the carmaker as a co-op student. And while research suggests that CEOs hired from within an organization slightly outperformed external hires during the pandemic, and performed on par with one another before the pandemic, more boards are turning to outsiders to run companies. Spencer Stuart's ' 2024 CEO Transitions ' report found that 44% of all new S&P 1500 CEO appointments last year were external hires, up from 32% in 2023 and the highest rate since 2000, when the executive search firm started tracking the data. 'The CEO role has never been harder or more complex, and I do believe that you really need multiple experiences to be an effective leader in today's world,' says Janice Ellig, CEO of executive search firm Ellig Group. 'I don't want to predict that the intern-to-CEO [trend] is going to decrease, but I'm not sure it's going to increase.' Many roles, one vision Ellig says boards and investors want their chief executives to bring a range of relevant experiences to the role. Insiders who get the top job have typically led different departments and excelled in areas that are important to the company. GM's Barra, for example, led manufacturing engineering, global human resources, and global product development—critical divisions at a major automaker with 90,000 employees in the U.S. alone. Principal's Strable helped build and lead the company's benefits and protection business, which encompasses employee benefits, business owner solutions (life insurance and disability insurance), and nonqualified deferred compensation. As CFO, she worked alongside previous CEO Daniel Houston to develop a growth strategy that included discontinuing the sale of consumer life insurance products and focusing on higher-growth businesses such as retirement and global asset management. As a result, Strable says, she was 'able to hit the ground running,' adding: 'You know the people, you know the products, you know the business, you know the strategy.' The insider's double-edge sword Strable, who retains the president title at Principal, counts the familiarity and support of longtime colleagues as a 'plus' of being an internal candidate. But 'where it can be hard is there are times that people just expect that you're comfortable with things the way they are today,' she says. Strable says she encourages the company to 'lean into' its strengths but also evaluate the areas where Principal has not been effective. She strives to find ways to learn from people outside the company. 'I reinforce that with a lot of our leaders, too,' she says. 'You need to have a network of peers outside of the organization, both within and outside the industry.' At a lunch meeting in New York shortly after she became CEO, Strable reflected on the corporate milestones she's observed throughout her three-decades-plus at Principal. Of note: Some of the first 'graduates' of Principal's on-site daycare center at its Des Moines headquarters, which opened 17 years ago, will soon be eligible for internships at the company. Perhaps one of them might even become CEO someday. Are you an 'insider' CEO? Are you a company lifer who has ascended to the CEO role? What unique insights do you possess that outsiders or newcomers don't have? Please send your experiences to me at stephaniemehta@ And while I have your attention, please spread the word that Fast Company's annual Brands That Matter program is extending its deadline to June 6. If your brand excels in making emotional connections, communicating purpose, and maintaining cultural relevance, consider applying via this link.
Yahoo
4 days ago
- Business
- Yahoo
Adams native one of two new interns at the Minnesota Farm Bureau
May 30—EAGAN — The Minnesota Farm Bureau has welcomed two summer interns, Katie Thome and Katie Radman, to its state office for the summer of 2025. Beginning their internships on May 27, Thome and Radman will support Minnesota Farm Bureau's mission of advocating Minnesota agriculture through communication, outreach, and education. Thome joins the team as the communications intern. Recently completing her sophomore year at the University of Wisconsin — River Falls, Thome is now planning to transfer to the University of Minnesota-Twin Cities this fall, where she will major in agricultural communications and marketing. Raised on a farrow-to-finish farm in Adams, Thome developed a deep appreciation for the agriculture industry early in life. During her internship, Thome will assist with content creation, media outreach, and help to share the stories that showcase the impact of agriculture in Minnesota. "I am excited to join the team here at Minnesota Farm Bureau and look forward to continuing to promote agriculture across the state," Thome said. Radman comes on board as the special programs intern. A junior at the University of Minnesota-Twin Cities, she is double majoring in animal science and agricultural communications and marketing. Radman grew up on a corn and soybean farm in Randolph. She will be working on organizing special programs and events that engage Minnesota's farming community, focusing on livestock management and sustainable farming practices. Radman will also support outreach efforts and help organize conferences and member meetings across the state. "I am looking forward to a great summer with the Minnesota Farm Bureau staff," Radman said. "I cannot wait to meet with members across the state."
Khaleej Times
4 days ago
- Business
- Khaleej Times
LSET's UK programme empowers UAE students to drive AI, cybersecurity goals aligned with National Strategy 2031
The London School of Emerging Technology (LSET) has introduced a six-month LSET Work-Integrated Learning (LWIL) programme designed to provide students from United Arab Emirates with a skill-focused pathway to gain hands-on experience in the United Kingdom. Through a blend of professional training and paid internships, the initiative centres on cutting-edge AI and cybersecurity education—directly supporting the UAE's National Strategy for Artificial Intelligence 2031 by preparing future-ready talent with practical, global exposure. This dynamic programme is designed to let students seamlessly integrate academic learning with real-world industry experience, enabling them to study and intern simultaneously at leading UK-based tech firms. Facilitated through the UK's Government Authorised Exchange (GAE) visa route and supported by JENZA, the provider of BUNAC sponsorship, the initiative serves as an accelerated pathway for UAE students to actively contribute to the nation's goals in AI innovation and digital security.. The programme's academic core is delivered through LSET's Innovation Lab, strategically designed to align with the UAE's AI Strategy 2031 goals of fostering a world-class AI ecosystem and nurturing pioneering talent. Participants engage in cutting-edge, high-impact AI courses that encompass advanced machine learning, data-driven automation, natural language processing, and deployment of scalable, real-world AI frameworks. This curriculum is continuously updated to reflect emerging AI technologies and ethical considerations, reinforcing the UAE's commitment to responsible and human-centric AI development. Complementing AI mastery, the programme integrates intensive cybersecurity training focused on advanced threat intelligence, ethical hacking, penetration testing, digital forensics, and robust system security protocols. This dual emphasis addresses the critical need for secure AI deployments, safeguarding national infrastructure and data privacy in alignment with UAE cyber resilience priorities. Within a dynamic six-month structure, students not only acquire theoretical knowledge but also apply their skills in real-time through paid internships with innovative startups and SMEs based in the UK. This hands-on, practical approach ensures graduates emerge as globally competitive professionals equipped with job-ready capabilities, entrepreneurial mindset, and cross-cultural experience. The programme fosters leadership and innovation, empowering participants to contribute directly to the UAE's vision of becoming a regional and global hub for AI research, development, and commercialization. By blending rigorous academics, cutting-edge cybersecurity expertise, and experiential learning, this programme supports the UAE's ambition to build a sustainable, AI-driven economy fueled by local talent and aligned with the nation's broader goals of economic diversification, digital transformation, and international collaboration. A standout feature of the LWIL programme is its visa flexibility. UAE students can travel to the UK for this short-term training opportunity through the GAE visa scheme, which is specifically designed for temporary professional development. All visa-related support, including compliance and sponsorship, is managed by JENZA, who delivers the BUNAC sponsorship, a UK-approved GAE organisation. This ensures a streamlined visa process without the need for long-term academic enrolment under Tier 4 study routes. The UAE's national plans, such as the UAE Strategy for Artificial Intelligence 2031 and the country's commitment to building a resilient cybersecurity framework, require a highly skilled workforce with global exposure. LSET's programme is designed to meet this demand by equipping UAE students with capabilities in: AI model creation and deployment Data science and automation Cyber threat identification and mitigation Security architecture and ethical AI development These skills are directly applicable to the UAE's digital transformation across sectors including public services, fintech, smart cities, and national security. Each LWIL participant is assigned a professional mentor during their internship placement to guide them through UK work culture, team collaboration, and industry project delivery. In addition to technical skills, students receive support in: This comprehensive preparation ensures graduates are equipped to return to the UAE as globally competitive AI and cybersecurity professionals. For the UAE nationals already studying at British universities, LSET offers part-time AI and cybersecurity certifications. These programmes run alongside university degrees and grant access to LSET's Innovation Lab and project-based learning opportunities. The LWIL programme runs on a rolling admission basis with limited seats each quarter due to visa processing timelines and internship coordination. Admission is based on academic qualifications, English language proficiency, and demonstrated readiness for international work. Students and universities can learn more or apply at
Fast Company
5 days ago
- Business
- Fast Company
Entry-level jobs are disappearing. Here's why companies should care
As millions of new graduates enter the job market this spring and summer, many may encounter a potentially frustrating paradox: They need experience to get hired, but they need a job or internship to gain that experience. This paradox is deepening in today's labor market. At Deloitte, we recently released a Global Human Capital Trends report that found that 66% of hiring managers say most recent hires are not fully prepared for their roles, most often due to a lack of experience. Meanwhile, research has shown that a majority of employers have increased experience requirements over the past three years, and many 'entry-level' roles today often require two to five years of prior experience. This can present a virtually impossible situation for young talent. Foot-hold jobs, especially those traditional entry-level roles where workers could grow into an organization, are becoming increasingly hard to find. If organizations want to build sustainable talent pipelines and develop tomorrow's leaders, they should rethink what it means to be 'ready' for work and how they help people get there. The Disappearing Entry-Level Job For years, work has been trending towards greater complexity and specialization. It demands judgment, creativity, and adaptability—enduring human capabilities that are hard to acquire without hands-on experience. AI and automation amplify the issue, consuming many of the routine, repeatable tasks that once formed the core of entry-level roles. Simultaneously, some organizations are flattening their structures to increase agility. But this can have unintended consequences, as they may potentially risk eliminating stepping-stone roles and informal mentorship channels that can help early-career workers grow. This erosion of early-career development doesn't just affect individuals. It could threaten future leadership pipelines and innovation capacity. That's why organizations need to take action now to close the growing experience gap among tomorrow's business leaders. Experience ≠ Readiness We need to challenge the assumption that experience or degrees automatically equate to job readiness. They often don't. Human capabilities like empathy, curiosity, and problem-solving are more predictive of success than a bullet point on a résumé. In the AI age, human capabilities are tested just as much as hard skills. Nurturing these capabilities is incredibly important for creating leaders with the resilience and problem-solving skills for any challenge. In 2025, modern workforce development models—like what we have at Deloitte—emphasize three factors: technical skills (such as coding or accounting), human capabilities (such as critical thinking and emotional intelligence), and potential (including adjacent skills or latent abilities that can be nurtured). Yet, hiring systems often filter out high-potential candidates who don't meet what can sometimes be arbitrary experience thresholds. That means career changers, first-generation graduates, or self-taught professionals often struggle to get noticed. Strategies to Close the Experience Gap Fixing the experience gap requires systemic change, from hiring criteria to day-to-day development. 1. Adopt Skills-First Hiring and Whole-Person Models: Move beyond degree and tenure filters. Focus on demonstrated skills, motivation, and learning agility. This approach opens doors to candidates who may not follow traditional paths but are ready to grow. 2. Invest in Internships and Modern Apprenticeships: Paid internships and apprenticeships offer the context-rich experience grads need to develop. Research from Burning Glass Institute and Strada Education Foundation shows these programs not only reduce underemployment but also improve long-term retention. There's an unmet demand for these programs, too, as Deloitte's Workplace Skills Survey revealed that 57% of employees want more on-the-job observation and shadowing opportunities. Moreover, 61% of workers value mentorship programs as an effective way to build workplace relationships, emphasizing the importance of fostering connections alongside structured development initiatives. 3. Use AI to Accelerate, Not Replace, Early Career Development: AI can simulate on-the-job experience in safe, low-risk environments. 'Digital playgrounds' allow early-career employees to test their decision-making and receive feedback. AI tools can: Prompt reflection with critical questions Synthesize knowledge from experienced colleagues Help users practice judgment via realistic scenarios, including answering client questions during mock presentations When used intentionally, AI becomes an accelerator—not a displacer—of new talent development. 4. Create Micro-Opportunities for Experiential Learning: Organizations should make it easier for employees to gain experience through short-term projects. Talent marketplaces, internal gig platforms, and simulations allow early-career employees to try new challenges and build confidence incrementally. 5. Empower Managers to Develop Talent: Managers still control hiring filters, but they're often overwhelmed. Deloitte's 2025 Human Capital Trends Report shows managers spend just 13% of their time on tasks like hiring and onboarding. And 36% say they aren't well prepared to manage people. That has to change. Managers need training and bandwidth to mentor early-career employees. With around 40% of their time dedicated to administrative work or problem-solving, most managers simply lack the time to be the mentors most junior staff need. Formal mentorship, real-time feedback, and inclusive leadership practices help new hires grow and turn potential into performance. From Experience Gaps to Opportunity Gateways The potential risks of inaction are clear: persistent underemployment, shrinking leadership pipelines, and a projected global shortfall of 85 million skilled workers by 2030. These aren't future concerns; they're already weakening competitiveness today. Gen Z, however, is ready. Deloitte's 2025 Gen Z and Millennial Survey shows nearly a third plan to leave their employers within two years, not from disloyalty, but in pursuit of growth, stability, and purpose. They're reskilling on their own and eager to contribute. It's time to redefine readiness—not as tenure or credentials—but as the potential and agility that comes from well-honed human capabilities. It's time to treat AI and access to apprenticeships as launchpads for early career professionals, not barriers to their ability to gain the experience they need. And it's time to equip managers to be talent builders, not just task owners. The class of 2025 doesn't lack talent, but they do often lack access. It's time for organizations to stop asking 'Where's the experience?' and start creating it.
