Educating a New Generation of Fraud Fighters

In the next several years, as baby boomers begin retiring, employment experts see a problem: many openings and few qualified applicants. This is such a significant challenge for the U.S. federal government that the Department of Homeland Security, with the assistance of the Office of Personnel Management, is changing the way this newest federal agency hires people. There's an answer to this perplexing problem -- interns!

Internships give college students a hands-on, real-life experience. Internships are designed to allow students to learn in a short time what ordinarily takes several years for someone who has been in the workforce. A good internship gives a student meaningful work assignments that complement his or her interests, the organization's needs, and academic requirements.

Although hiring an intern to help with fraud work requires a significant investment, the benefits far outweigh the costs if the program is planned and executed correctly.

The successful internship program encompasses:

• proper leadership support;
• meaningful work experiences;
• appropriate recognition and rewards;
• networking opportunities; and
• flexibility and support

Obtaining Leadership Support  

Obviously, the organization's top leadership must support the program. I was very fortunate to be in one internship where I reported directly to the deputy director who was the No. 2 person in the agency. His good experiences as an intern early in his career convinced him of the value of hiring students. But his few bad experiences made him want to give me a more productive internship! To get the backing of the organization's leaders, someone with authority, such as the deputy director, must clearly highlight ways interns can benefit the organization. A program must be sold to both top management and those who will ultimately work day-to-day with the interns.

Designing Meaningful Experiences  

Once management decides to invest in an internship program, it's time to design the work experience. While different agencies have unique needs, most successful intern programs are divided into three parts: training, everyday tasks, and special projects. Training includes an orientation to the organization, the laws it enforces, and the methods of enforcement. Classroom training and seminars that other employees attend should also be part of the intern's activities. In one of my internships, everyday tasks (the majority of the intern's experiences) included checking reports of stolen credit cards in the area, and conducting public record searches for assets or liens. Even copying, picking up the mail, or answering phones are duties that every investigator must do, so interns should learn to do them too. However, the intern shouldn't spend the majority of the internship on these office tasks. The special projects, possibly the most valuable component, include unique assignments, meetings, or other opportunities for the intern to get into the "real world." A meeting with the local district attorney or assistant U.S. attorney could provide insights into an agency as well as networking opportunities. And possibly the pinnacle of education (and fun) is working a case with an investigator.

Recognition and Rewards  

All of us enjoy being recognized for our most outstanding work. While an intern may not be paid in salary, other opportunities should be built into the position to help keep the intern motivated. (See below for more on compensation.) Experiences that normally are hard to come by in school, such as attending a sentencing hearing or a meeting of the local financial crimes task force, can be especially insightful and rewarding. Formal rewards, like the plaque that was given to me signed by the investigative team I worked with, are great and lasting reminders of appreciation.

Networking Opportunities  

Being in such a small profession (by most standards), networking can build collegiality, professional opportunities, and even friendships. Because anti-fraud professionals often move to and from organizations, and investigations usually require assistance from several entities, networking enables interns and investigators to build rapport. These opportunities can be facilitated through trips to other organizations, briefings, and especially, events where there's food. (Most interns are still starving students!)

Flexibility and Support  

An intern's working conditions are critical to the success of any program. Because many interns are working another job to pay the college bills, flexible hours, sick leave, and other intangibles are important to them and can make the difference between a good or difficult experience. The person who is finally selected to oversee the program or intern must be someone who is positive and can be trusted by management and the interns.

So those are the basic components of a successful intern program but there's more: intern recruitment and selection, compensation, and operations and continuity.

Recruiting and Selection  

After the internship program is designed, the right person must be found. This may be the hardest part. Consult with members of your human resources department and bring them in on the earliest discussions. Often they are an invaluable resource. They probably also have a good relationship with a local college's career center, which could have a great pool of applicants. Publish the announcement in area newspapers, college media, on the Internet; ask the career center to give you ideas. Then decide from the applications whom to interview. Ask questions during the interview about the student's long-term goals, career objectives, and desires for the internship. This will also be a good opportunity for you to talk about your organization. For those internships that need background checks or security clearances, this would be a good time to explain disqualifying activities and give the candidate a security investigation form and information.

Compensation  

It's possible that compensation may attract more qualified candidates. Paying interns may be another recruiting tool to bring them on board right after graduation. If your budget doesn't allow for a stipend or hourly pay, consider other creative alternatives, including public transportation expenses or lunch at the cafeteria. Being creative in finding ways to help compensate can prove critical in finding (and keeping) the right individual. I had two unpaid internships and both led to paying jobs shortly thereafter and the experience was invaluable!

Operations and Continuity  

You have the right person. Now it's time to make sure that everything runs smoothly. Try to have weekly meetings to ensure that everything is on track. Any problems must be faced head on and dealt with quickly and professionally. The intern should sign an agreement that outlines the responsibilities of all, including those officials managing the internship program at the college or university especially if they may be giving academic credit. When the internship is finished, all parties beginning with the intern should evaluate the program. Document the procedures to help assure that the program will live beyond the first intern. If there's only one person managing the program bring on an assistant for continuity.

Career Sparks  

Internships, done correctly, can provide a wonderful experience to both the organization and student. For the student, an internship can spark a career in fraud examination. For the organization, interns can help reignite the fire in a seasoned investigator, and give him or her a new reason to "pass the torch." After September 11, 2001, the world took another look at public service and the law enforcement profession. Many organizations exist that need honest, reputable, tenacious people to stop fraudsters. A college internship provides a great way to energize and train the individuals who will stop these criminals now and in the future.

Colin May graduated from Siena College in May 2004 with a bachelor's of science in marketing/management. He has been a student member of the ACFE since May 2003.