{ "media_type": "text", "post_content": "Was asked to take on an intern on my job that I’m already behind schedule on (bc of client). already have a 1st year staff that is completely bombarding me with questions. How do i (politely?) say no?", "post_id": "5e3b86eaf94a64001c5c0c80", "reply_count": 7, "vote_count": 4, "bowl_id": "564a5cdb94887803001dd07c", "bowl_name": "Accounting" }

Was asked to take on an intern on my job that I’m already behind schedule on (bc of client). already have a 1st year staff that is completely bombarding me with questions. How do i (politely?) say no?

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First of all, are you my in-charge? Second - just say no.

likefunny

1) try giving them a list of task to work through and accumulate questions and set a time you will help them. Give them each something to do and tell them you will help them with any questions / issues in 2 hours. 2) hopefully your level 2 was an intern, if so have them help the intern with their basic questions. 3) explain the situation to your manager and put the ball back in their court to make the decision

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PS get that this is my job and I’m expected to coach these ppl but this is just not working out. Don’t want to seem like I’m not a “team” player just want to figure out a way to stay on track at this point without blowing the budget

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1) It’s not your job to figure out how to fit everything within budget. That’s the manager/SM/partner’s job. Your job is to bubble it up as an issue to the team so that they know how much time you are spending on coaching, and they can figure out how to handle it. 2) You’re supposed to be there for the staff 1, but not hold their hand. If they’re asking you questions every 5 minutes, and it severely impacts your own workload, you have the right (and honestly, it’s just best practice in general even if you aren’t drowning in work), to set aside a time and ask them to make a list of questions for this time. This time is also helpful for you to remember to check in on the progress of the task and make sure the staff isn’t blowing up the code, to see if there were any gaps in the initial training when you set up the staff 1 with the task so that you can learn going forward how to reduce these questions, etc.

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Interns can be your right hand when they come back because you kept them engaged. We cross trained an intern on multiple services, met as a team and planned out the role. The intern appreciated the experience and time investment, the offer was accepted. We now have a really great, interested and engaged colleague who’s eager to do a great job. Maybe think of it as if it were you, what if you were an intern. If you train and develop it will also help you promote, plus you will build people up that will respect and want to work for you.

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Depends on who asked. Sometimes they’re not asking, they’re telling. Interns will do whatever. Have the associate coach the intern. It’s a development opportunity for them

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