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It's important to teach juniors the importance of avoiding burnout. As a manager, it's not very difficult to gauge burnout by keeping an eye on time spent in the company Slack, when e-mails are spent, timestamps on commit messages, and so on. More importantly, building a genuine relationship with the employee is important for keeping the conversations open. Having someone try to stay all night to get work done on day 1 isn't reasonable, obviously, but I wouldn't go so far as to discourage people from trying to exceed expectations. I'd always love to tell young people that they should relax, never work more than 40 hours per week, never stay late under any circumstances, avoid on-call, and so on, but then I remember that much of my early career success came from exceeding expectations when the situation called for it. That doesn't mean everyone should be crushing it 100% of the time or sacrificing themselves for the company, obviously, but in the real world it often requires going above and beyond if you want to move up and get ahead. Many interns have no baseline, so they're constantly in fear of getting fired. I think it's most important to set clear expectations and to provide constant, honest feedback. Once they get over the irrational fear of getting fired, they can start deciding how much, if any, additional effort they want to put in to the job. I'd be lying if I told the interns they're all guaranteed return offers, so I can't honestly tell them that they don't need to do better work than their intern peers. It's best to explain the situation as clearly as possible and let them make their own decisions. |