Internships – Academic Internship Institutes of Australia

Leave a comment

The Academic Internship Institute of Australia was established to help university students gain experience in multinational companies in many different industries, during their time at university, so that upon graduation, these students would have a head start in the careers race. 

All of our staff have completed an internship either in the US or abroad, and we are all passionate about matching students to internships placements. Having been through the interview process for our first jobs and spent a lot of time worrying about our experiences and getting on the career ladder, we know how important this time is for each student, as you try to land that perfect job. It’s not easy and getting as much industry experience and life experiences under your belt before you go for those interviews, will help you be more confident in your skills, knowledge and in yourself, all of which are extremely important to any prospective employer. You need to make a great impression, and at the AIIA, we are all firm believers that getting outside your comfort zone and gaining that experience in another country will give you that edge over your peers.

While you are on an AIIA program, we will organise social events and travel options to help everyone get the most out of their stay in this vibrant and multicultural country. The AIIA actively cultivates it’s database of internship hosts to make sure we can offer students a great internship in their chosen field. If you are thinking of coming on an AIIA program and would like to chat to one of our Australian residential advisors, please email us on

Phone today: 

Academic Internship Institiute of Australia
185 elizabeth street
sydney, nsw 2000

tel: +612 9283 2705
fax: +612 92832706


Digital Intern – Wanted

Leave a comment

Any UTS students that would be interested in a Digital internship please read on.

The internship offers students a fantastic opportunity to work on digital media for the largest event in Australia. Students would get hands-on experience across website, Facebook, Twitter, YouTube, iPhone and Facebook apps.

Because of the size of the Show, we receive a great amount of exposure in the media and across our digital channels (we receive 1 million website hits during Show time and we currently have around 40K Facebook ‘likes’), so this really is a great internship that would look impressive on a student’s CV! If interested in applying, students can get in touch with me direct and I will then send them an application pack which includes an assessment they will need to complete and return to me.



Mona Doncevska
Digital Marketing Executive

Royal Agricultural Society of NSW
1 Showground Road, Sydney Olympic Park, NSW 2127

t (02) 9704 1471 : f (02) 9704 1122 : 

Japanese Use Blood – Type Analysis – For Job Fitness

Leave a comment

The Japanese believe that certain blood types have distinct personality traits –
and are best suited for certain types of jobs. As a result, many Japanese jobseekers are required to undergo blood-type analysis to determine where they’ll
best “fit” in a company. According to You are Your Blood Type (Pocket Books)
by Toshitaka Nomi and Alexander Besher, here’s what your blood type says
about you.

UTS: Advanced Analytics Institute – Big Data

Leave a comment

I  recently had a tour of  UTS’s: Advanced Analytics Institute in Sydney.  I was impressed with the job opportunities, research and course available at the AAI. I have created an animation to explain its services. I have included the following link for more information

Australian Jobs 2012

Leave a comment

Australian Jobs 2012 includes information about the labour market for industries and occupations as well as states, territories and regions of Australia. It also provides forward-looking occupational and industry information that will help readers understand where the jobs will be in the future.


Developing and retaining talent

Leave a comment

Integrating new talent in a technology organization (or any other organization) costs money and, more important, is time-consuming and risky, particularly at the management level. Screening candidates, conducting interviews, negotiating employment terms, and getting a new hire up to speed in his or her role can take six months or more, even for a midlevel manager.

Therefore, the first imperative in winning the war for technology talent is to develop and retain the team you have. In addition to all the traditional people-management levers (competitive compensation, rewards for success, effective coaching, and so on), we found that leading organizations employ a range of other approaches to develop and retain technology talent.

Therefore, the first imperative in winning the war for technology talent is to develop and retain the team you have. In addition to all the traditional people-management levers (competitive compensation, rewards for success, effective coaching, and so on), we found that leading organizations employ a range of other approaches to develop and retain technology talent.

Rotate high performers. In many technology organizations, the career path is a traditional one. A new hire starts out in a particular domain (Web development, databases, data-center operations) and advances to assume roles of greater responsibility in that domain by demonstrating a combination of technological expertise and operational or project competence. Although this path has its advantages, it also encourages relatively narrow specialization and, over time, can lead to a feeling of career “staleness.” Some technology organizations are proactively rotating high performers across technology domains and into business or operational functions as well. The purpose is to groom managers who can engage with business leaders as peers and can more readily solve multifaceted technology problems that span many parts of a traditional IT organization.

Make training less technical. Many technology organizations provide high-quality training on technical topics such as requirements management, database design, and programming in a range of languages. As critical as these skills are, some institutions are also experimenting with new types of training. Providing training that helps technology personnel understand the business—in some cases, all the way to the front line—makes technology’s value more tangible and provides invaluable context for interacting with nontechnology managers. Such training can address the company’s customers, products, strategies, and market position, as well as its operations.

Ensure senior exposure. Many technology organizations have found that the opportunity to interact directly with the institution’s most senior leaders is an irreplaceable motivator for high-performing technology staff. As the chief administrative officer of a top 10 financial institution told us, “I don’t present to the board on information security. I make sure that the chief information-security officer (CISO) gets a regular opportunity to interact with the board and the executive committee directly. He could go anywhere, but I think that’s a key reason he stays here.”

Support technology passions. The best people in technology shops have a passion for technology. They are excited by the opportunity to use innovative technologies to solve problems. With all the focus on top-down management of IT project portfolios, individual innovation and experimentation are easily discouraged or lost. One Web-services company we know of helps its engineers recharge after a long, grueling project by allowing them to work on an idea they are passionate about for a couple of weeks.

Facilitate outside exposure. Technology is a community that extends far beyond any individual company or institution. By making time for high performers to participate in industry or functional groups (for example, standards-setting boards), leading technology shops expand their high performers’ horizons and help them feel connected to a broader technology community.


How multinationals can attract the talent they need

Leave a comment

Global organizations appear to be well armed in the war for talent. They can tap sources of suitably qualified people around the world and attract them with stimulating jobs in different countries, the promise of powerful positions early on, and a share of the rewards earned by deploying world-class people to build global businesses. However, these traditional sources of strength are coming under pressure from intensifying competition for talent in emerging markets.

  • Talent in emerging economies is scarce, expensive, and hard to retain. In China, for example, barely two million local managers have the managerial and English-language skills multinationals need.1 One leading bank reports paying top people in Brazil, China, and India almost double what it pays their peers in the United Kingdom. And a recent McKinsey survey in China found that senior managers in global organizations switch companies at a rate of 30 to 40 percent a year—five times the global average.
  • Fast-moving, ambitious local companies are competing more strongly: in 2006, the top-ten ideal employers in China included only two locals—China Mobile and Bank of China (BOC)—among the well-known global names. By 2010, seven of the top ten were Chinese companies. As one executive told us, “local competitors’ brands are now stronger, and they can offer more senior roles.”
  • Executives from developed markets, by no means eagerly seizing plum jobs abroad, appear disinclined to move: a recent Manpower report suggests that in Canada, France, Germany, the United Kingdom, and the United States, the proportion of staff ready to relocate for a job has declined substantially,2 perhaps partly because people prefer to stay close to home in uncertain times.

How can global organizations best renew and redeploy their strengths to address these challenges? Our experience suggests they should start by getting their business and talent strategies better aligned as they rebalance toward emerging markets. This is a perennial challenge, made more acute by extending farther afield. But the core principles for estimating the skills a company will need in each location to achieve its business goals, and for planning ahead to meet those needs, are similar enough across geographies not to be our focus here. Rather, we focus on two additional questions. How can global organizations attract, retain, and excite the kinds of people required to execute a winning business strategy in emerging markets? And what can these companies do to persuade more executives trained in home markets to develop businesses in emerging ones, thereby broadening the senior-leadership team’s experience base?


Older Entries