May 20, 2026 | 12:00-1:30 pm (90-min virtual interactive session)

Your first internship is a big deal. It is also, for most students, the first time they are expected to navigate a real workplace, and nobody hands them a rulebook when they walk in the door.

Most interns are smart, motivated, and genuinely want to do well. The ones who struggle usually aren't struggling because of their work. They're struggling because they didn't know what they didn't know: how to communicate with a manager, how to read a room, what their social media may already be saying about them, or how a single awkward moment at a work happy hour can follow them into their end-of-summer review.

Intern 101 is a 90-minute virtual class built around real situations that actually trip interns up. We use case studies, examples, and conversation, not lectures, to help students be better prepared on Day 1 for the situations they are likely to face. 

We'll work through questions like:

• How do you communicate with a manager?

• What communication habits from college (and social media) do not translate?

• How do you take critical feedback without shutting down or getting defensive?

• What does your social media say about you before you ever introduce yourself?

• How should you handle a work social event or a happy hour?

• What generational differences show up at work, and how do they create misunderstandings?

• What small, daily choices shape how people perceive you over the course of a summer?

For students: This is the conversation most people don't have until after something has already gone sideways. Better to hear it first.

For parents: If your student has an internship lined up this summer, this is a practical, low-key way to help them walk in prepared.

May 22, 2026 | 12:00-1:30 pm (90-min virtual interactive session)

You said yes to the intern. Maybe it was a favor for a friend. Maybe someone in HR assigned them to you before you could say no. Either way, they are starting soon, and you have an actual job to do on top of figuring out what to do with them. 

Most managers get very little guidance on how to manage interns well. The gap between what many students expect from a workplace and what managers are used to giving is bigger than people expect.

This is a 90-minute session for managers who want to handle the internship well, and for those who mostly just don't want anything to go sideways. We work through the situations that actually come up: the intern who doesn't communicate professionally, the one who struggles with feedback, the favor hire who comes with extra politics, and the capable intern who's been sitting around for two weeks because nobody gave them anything meaningful to do.

We will cover:

• How to structure the first week so an intern isn't wandering around asking people if they need help

• What expectations need to be said out loud, and how to say them clearly

• How to give feedback to someone who has probably never received it at work before

• What students actually expect from a manager, and what to do when those expectations cause frustration

• What managers need to know about the basic legal landscape around interns

A well-managed intern can be useful, can turn into a future hire, and will absolutely tell people what it was like to work at your organization. An intern who was ignored or badly managed will do the same thing, just differently.

September 18, 2026 | 12:00-1:30 pm (90 min virtual interactive session)

Helping employees succeed starts with setting clear expectations. Whether someone is brand new to your organization or moving into a new role, the “unwritten rules” of workplace behavior aren’t always obvious. When those expectations aren’t clear, assumptions can lead to confusion and missteps. Employees who understand how things work at your organization are better prepared to contribute from day one. 

This session focuses on making expectations clear and practical, without creating a huge HR burden. We’ll talk through real examples of new hires who struggled not because they couldn’t do the work, but because no one explained how the organization actually worked.  Then we’ll share simple ways to build clarity into your onboarding process. 

We’ll cover questions like:

• How do we expect employees to communicate — on what platform, in what tone, and during what hours?

• What are our norms around dress, social media, after-hours texts, and behavior on Zoom or other virtual platforms?

• How do we want employees to ask for help, raise a concern, apply for a promotion, or question a process?

• What values does our organization really care about, and where do those values show up?

This training explains why clear, practical workplace expectations matter — especially for employees coming from different work cultures or backgrounds — and how they give people a clear roadmap for success in your organization.

November 20, 2026 | 12:00-1:30 pm (90-min virtual interactive session)

In a small organization, every hire really matters. One great hire can move your business forward, and one bad hire can set you back for months. In the age of AI, it can feel easier to let tools sort through resumes and applications to screen and rate candidates based on their paper credentials. But this decision comes with risk, and a legal claim about improper AI use in hiring can be devastating to your organization.

This practical session is designed to help you navigate the legal landscape and make your hiring process and interviews more intentional and effective. 

Using real job descriptions, case studies, and role play, we’ll walk through how to plan and run a candidate selection and interview process that actually helps managers assess the skills and experience your organization needs — not just choose someone who is “fun to go to lunch with.”  We’ll also talk about the growing use of AI tools in hiring — from resume screening to drafting interview questions — and where you need to be especially careful when using them.

Participants will learn how to:

• Turn a job description into clear, practical criteria for hiring

• Spot and manage common biases that creep into hiring decisions — including when using AI tools

• Ask job-related questions that get beyond surface-level answers

• Use simple, structured methods to compare candidates fairly

• Avoid questions that are legally off-limits, and still get the information you need

The goal is to give managers and HR “departments” of one (or two) a straightforward approach they can use and rely on.

January 22, 2027 | 12:00-1:30 pm (90 min virtual interactive session)

For small organizations, even one employee’s medical issue, pregnancy, or disability can feel overwhelming. You don’t have a leave specialist or in-house counsel — but you are expected to know what to say, what leaves and accommodations to approve, and what the law requires.

In this session, we walk through real-world scenarios that look and feel like what actually lands on your desk: an injured employee who “just needs a few weeks,” a staff member asking for a schedule change, a manager frustrated about “special treatment,” or a long-term employee who suddenly can’t do part of their job.

Through interactive case studies, you’ll learn how to:

• Spot when a request for time off or a change in duties may raise a legal or policy issue

• Respond in the moment, using practical language that is legally compliant and fair

• Decide when you can handle something internally and when it’s time to get legal advice

• Document an accommodation process in a simple, manageable way

• Coach managers so they support approved leaves and accommodations instead of undermining them

The goal is to leave you with straightforward tools and ready-to-use scripts, so you feel more confident the next time someone requests an accommodation or leave.

March 18, 2027 | 12:00-1:30 pm (90 min virtual interactive session)

In a small organization, performance issues are hard to miss. When someone isn’t meeting expectations, it affects the whole team, yet many business owners and small HR departments don’t have a ready-made playbook for what to say, what to write down, and how to give effective feedback.

This session focuses on the practical side of handling and documenting performance concerns without turning every conversation into a big production. Through case studies, discussion, and role play, we’ll work through situations that feel real: the long-time employee who’s slipping, the new hire who isn’t ramping up, the strong performer with a growing attitude problem.

Participants will learn how to:

• Know when a performance issue should be documented (and when a quick verbal conversation is enough)

• Prepare for and conduct an effective performance feedback conversation

• Capture behaviors in writing in a way that’s clear, fair, and focused on improvement

• Use email and other electronic communications appropriately

• Understand when documentation ties into legal risk and when attorney–client privilege may come into play

• Coach managers on how to deliver performance feedback — what to say, what to avoid, and when — to maximize the chances of employee success

The goal is to leave you with simple tools and clear language to use when addressing performance issues.