Why Interns Are Our Most Important Resource
By Joseph Finocchiaro, LFD, CFSP
Reading the industry periodicals that come across my desk I see plenty of wonderful information
that I share with my students regarding restoration and embalming; regulatory compliance and
implications for failure to comply, and the benefits of being a caring, compassionate professional that
affect you as a professional and the business that employs you. There is a wide variety of topics to the
modern funeral practitioner in our industry publications, but I think I need to address one of the singular
most important, but commonly underutilized, items in the repertoire of a funeral service establishment:
The Internship
Generally a newly hired employee should go through an initial orientation to acclimate them to
the business’ goals, fellow employees, and standard operating platform. The employee will then
participate in training to ensure that they learn best practices and the importance of compliance with
the operating platform as well as unique rules to the country or state in which the firm practices its art.
Following this, the employee may begin shadowing another employee to see how orientation and
training come together on the workplace in a practical/hands-on environment and allow the new
employee to find their unique, comfortable way of applying what they’ve learned. Finally, an employee
is cut free of the ‘new hire tether’ and then becomes an active participant in the day to day operation of
a business and assumes the responsibility of their designated job but the employer retains a 60-90 day
period in which performance will be reviewed. This will result in either the employee leaving
probationary status and continue in their position with the firm or be released from service before any
further investment in them is made.
This description is a general synopsis present in most business structures and is vitally necessary
to ensure that the line level employee is capable of handling the tasks described in their bona fide
operating qualifications which were presented to them during the hiring process and are being met.
Failure to live up to a job summary is a result of a failure in the selection and hiring process, the
orientation and training process, or the lack of ‘fit’ through possible misrepresentation of the employee
in the employer’s operational model. Hiring managers know too well that a long and substantial hiring
process only minimizes and never eliminates the risk of hiring an employee that may not mesh with the
business’ work ethic or philosophy.
With the demand for funeral directors ever increasing we may feel that even though we need to
ensure a quality training experience (or proper internship experience), they will get it ‘on the job’ or ‘as
they do it’ due to labor shortage. Orientation, training, and development are all separate processes and
while they are important in a day-to-day operation, they are even more vital when it comes to interns.
To say that interning and training are the same would be devaluating the concept of the
internship. According to Merriam-Webster’s Dictionary an intern is ‘an advanced student or graduate
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usually in a professional field gaining supervised practical experience” while a trainee is “one being
trained especially for a job”. If one has to ask, “Well… what’s the difference?” therein lies a complicating
factor and, in my opinion, the most significant challenge facing interns in the industry.
Funeral service is more than a job. I hear terms such as ‘vocation’ or ‘calling’ used regularly in
texts and articles. We should not be training our interns to do “jobs”. We should be developing them
into professionals. We are training them not in the rudimentary “hit tab to go to the next field” that they
learned in previous employment, but to show them the value and necessity of a statement such as
“Your father sounds like a wonderful person, tell me more about him” and how it impacts their
professional development as well as the firm’s bottom line. The intern has, at a minimum, invested 1-2
years of their life in obtaining a specialized degree, passed a national exam demonstrating mastery of
the subject matter, and now needs, if they haven’t already obtained any prior, practical experience in
the field. This is becoming even more significant because even simple negligence leads to tremendous
harm in funeral service and can bring about a tort suit for damages.
An internship is a time and monetary investment for a firm. Too often interns are regarded as
“low budget labor” that can fill in the blanks between licensed funeral director/embalmers and parttime help. This results in what is known in the ‘biz’ as a missed opportunity. Firms may feel that
transferring bodies between chapels and answering the phones are an intern’s primary duty while they
observe day to day actions of what’s going on around them. I strongly believe that this is not the best
use of an intern. Locking them into a standardized routine of support chores that are traditionally
done by part time or unlicensed help results in a licensed employee with mastery of only those
functions. If you routinely review your recently licensed directors’ funeral contracts and notice that they
are financially performing inferior to their more seasoned counterparts and feel they need further
‘training and development’, the first thing you should be looking at is how much training they received
for that job prior to them meeting with families.
In this two part article we will first look at three common types of interns that we can encounter
in our funeral service environment along with advantages or disadvantages commonly associated with
them.
1. No Experience Intern
As an educator I encounter with alarming frequency persons who want to be funeral directors
because ‘it’s cool’, ‘they just want to embalm’, or any plethora of other reasons with no prior exposure
to funeral service. The most I can do as a faculty mentor to potential and current students is provide
realistic expectations of the industry, suggest volunteering at a funeral home, or getting a part time job
in funeral service to allow them to make educated decisions on whether it’s the field for them. Students
who graduate and seek internship without any prior experience will obviously require the most hands
on development from you as the manager/owner of a business. Firms that are crunched for time in
getting a functional ‘warm body’ to sit across from a family will look at this as a severe impediment to
hiring. This is absolutely not the truth: You have the ability to shape this intern into your ideal funeral
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professional. Yes, there is a higher degree of risk involved and you will inevitably be required to put a
substantial time and personal investment into their development, but this allows you, as their proctor,
unlimited potential to serve as a positive influence coaching them towards success or negative influence
causing harm and disenfranchise them to funeral service. No experience does not equate to no
potential. I remember recalling a statistic that over 80% of licensees do not last more than 5 years in
funeral service and I’m willing to suggest that this type of licensee contributes highly to that percentage.
Remember: They may have no other base standard in which to judge a comparison so it’s “all about
you”.
2. Partial Experience Intern
This intern has spent time working at a funeral service establishment prior to their full-time
intern employment. They may have worked for you or a competitor doing any variety of jobs but
generally transition in from support stuff as a concierge, part time associate, or apprentice. If you
started with a no-experience employee and have spent time training them in rudimentary jobs, you will
have an employee that is ready for development and should be subscribing to your business ethic. At
this point you should be expanding on a solid training base and refining their abilities in new key areas.
The disadvantage is they may be accustomed to another firms way of doing things or think that they are
“more experienced” than they actually are. In my opinion, one of the most important duties in a funeral
home is how the front door is opened and a family greeted. This, while vital to a positive customer
experience, is not a substitute for a certain level of eloquence and vocabulary that is attained through
the arrangement table and role play. The advantages that you receive from this level of employee is
their competence in rudimentary job functions that may or may not be a requirement of their new
position and you should spend ample time in conditioning them to their new responsibilities and
position. You may also have to make corrective behavior to replace unsatisfactory habits with ones that
exhibit what you wish presented in your workplace. Experience with other jobs does not equate to a
certain level of competence in a new job or skill being learned. Ensure that previously learned skills
meet or exceed your employment expectation.
3. Full Experience Intern
This intern has been working full time in any variety of positions for you or a competitor.
Typically they are coming to you from the ‘pre-need’ side of the business and are intimately familiar
with meeting with families and should be capable of building relationships. Your main function with this
employee is to refine and perfect all areas that they have been involved in as well as introduce them
to the differences between the old and new position. If you (or your competitor) have done the job
well, this employee would potentially require less direct attention. This doesn’t mean a complete level
of autonomy, it just permits you more leeway in allowing them self direction with tasks they are already
comfortable with. This is the most dangerous of the three categories as you may be comfortable with
this employee and allow them to work “unchecked” without any further development. Closing a preneed and closing an at-need sale are two different presentations completely and techniques can be
similar, but should reflect each individual circumstance. You may also have an employee that has ‘been
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in the biz’ but doesn’t know how to take first calls or have proper phone etiquette. Be particularly
careful to ensure this employee doesn’t fall through the cracks in their training and development;
especially if you need to correct ingrained unsatisfactory habits from another firm. Experience does not
equate to excellence.
Generally, all interns will fall into one of these three categories and just as we should be
tailoring our funerals and services to each individual family’s needs, we should be tailoring our training
to each individual employee and intern. You spend time forecasting and planning your business
strategy, researching your advertising success statistics and marketing options, and even reading to see
how your favorite sports players are doing… So why are you not willing to invest time in your
employee/intern training to ensure a quality experience? This is something that requires as much, if not
more, time than you dedicate to your other areas of business – especially if you are regularly employing
interns.
Now that we have an idea of who you may recruit, Let’s look at three general categories of
training that should comprise a program to create an competent licensed professional or employee.
1. Orientation
You need to orient every employee to your firm. The no experience, the fully experienced, or
the re-hire who left and came back. Your orientation should be a standard that applies to all job
descriptions in every category of employee. Performance of a job analysis (listing the jobs in your firm
and their duties) will assist you not only in determining performance standards, but assist you in
developing core qualities that EVERY employee should be able to complete. It’s not about being able to
lift 50lbs, it’s more about greeting people in person or on the phone and demonstrate written and
verbal eloquence to promote your professional image. Your orientation should cover your employee
handbook section by section and explain the mission statement of your firm and other areas of
importance. One of the biggest failures of an orientation is when a firm refuses to recognize the
importance of the orientation in the employee development process and devalues it either by rushing
someone through it or trying to compress it. Take the time to ensure the material is expressed to the
employee or group of employees so that it conveys the necessary level of dignity and respect afforded
to both the material being presented and their worth as employees. Most importantly, once you have
established these levels, you need to follow through and maintain them unilaterally in every area of
operation. Employees noticing that you don’t “practice what you preach” leads to morale issues among
your staff.
2. Training
While orientation is standard for everyone, you should additionally have training programs
established for each of your job titles. Thought put into your training program will provide you a strong
framework upon which you can individually tailor the experience to each one of your employees.
Training gives them the rudimentary and essential skills needed to function in your business and can
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include group training, shadowing, observation of role playing with seasons employees, or even take
home assignments to reaffirm training. It is imperative that the people training your employees be the
absolute best in your firm and/or best in industry professionals. If you need to train each person
yourself, then do so if you feel it is in your business’s best interest. You are paying wages to an
employee, manage your risk and get the best return on your investment. You may have a funeral
director intern shadow your full-time, non-licensed concierge so that they can experience and acclimate
to how the doors should be opened and the phone be answered and then progress in responsibilities.
The new employee is building relationships with your existing staff and learning what it means to be a
part of your team. It is vital that you differentiate between core skills that one must possess for training,
and abilities that come through practice and experience so that you are setting realistic benchmarks.
3. Development
Development is not training. Development is refining. Confusing training with development is a
common error made by many businesses. If it was the same, we wouldn’t need two different terms.
Development takes the rudimentary skills learned in training and expands on them significantly. You
train someone to open with a smile and say “Welcome to Smith Funeral Home.” You are trained to then
say “Are you Mrs. Smith? I’m Michael, we spoke on the phone. I’m so sorry about your husband.” You
develop the employee by role playing with them so they can work on tone and pacing of speech and
how statistics may show that the better the greeting, the easier it is to build rapport. You may have a
seasoned funeral director or prearrangement family counselor spend time with your intern so they can
gain familiarity on how a greeting for an at-need arrangement and pre-need arrangement differ.
Nitpicky, you say? Would you want to say “Good Afternoon” to an at-need family? It may be most
proper to say this greeting a pre-arrangement where there may be no negative emotional connotation.
The big difference between training and development: You cannot develop anything until they
are trained correctly. If an employee does not exhibit core skills from proper training, they don’t need
development; They need to be trained. I do not believe in “corrective training” or “re-training”. If
training was sufficient and your management is observing and applying checks and balances, you should
never have to worry about “re-training” an employee. Development always reinforces training. To “retrain” someone implies that they were adequately trained and then somehow lost or forgot the training.
It is much harder to change a habit once it is ingrained in an individual by all statistical data; train your
employees right the first time then continually develop them to ensure they know and recognize the
importance you have in their professional development.
In both training and development there needs to be a common sense factor and good judgment
applied to each employee’s circumstance. No one said it was going to be easy; we shouldn’t be doing
cookie-cutter funerals so you shouldn’t be cookie-cutting your employee training and development. If
you have some employees that need to develop their door greeting skills and some employees that
need to develop their phone etiquette, you should categorize them as such. You should further break
time down to each individual so that you can address specific instances with each individual that may
not apply to others or to limit the “public embarrassment” factor of training/development. To all these
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things you have to apply the same type of competence and care that you would when performing an
embalming analysis to determine the best course of action in preserving remains.
In the next segment we’ll look at the types of things your interns should be doing.
Part Two
In our last article I discussed the three general types of interns you may encounter and now I will
articulate some of the suggested tasks your interns should be doing.
Individualized instruction and low teacher to student ratios contribute to a higher quality of
education in all levels of academic instruction as is evidenced by statistical data from any educational
source. If someone has difficulty grasping a subject they seek tutoring from peers or from instructors,
typically, in a small group or one-on-one setting. Why does your business need to be any different?
If I were to say that there was a “magic bullet” for perfecting interns I would be lying. The intern
is shaped by the employees surrounding them, the work environment, and all the other variables that
influence your existing employees. It is imperative that you recognize that in order to reflect an
improvement in your interns you must ensure that your business is operating with a modicum of
effectiveness and positive morale. If you have a dysfunctional and hostile work environment, adding a
poorly or completely untrained individual is a recipe for disaster. As we look at common errors involving
intern employment and ways to combat them, you will see that as the list progresses the areas of focus
involve the intern less and the importance of your establishment and current employees more. Choosing
how you will integrate the different types of interns into my suggestions relies on your ability to identify
their individual strengths and weaknesses and creating a personalized plan for their training and
development.
1. Get them doing real work
I know that it’s important to answer the phone or answer the door (I’ve used those reference
multiple times in this article). I know it’s important to pick-up and drop off remains for funeralization. I
know it’s important to fill out a death certificate. It is vital that an intern learn best practice arranging
skills with a seasoned funeral director. It is vital that interns be out on funerals learning the different
religious establishments and the different expectations of the various minsters. I recognize that money
is tight but keep in mind that if your intern is only good at taking first calls and running the utility van
between chapels, what type of arrangements will they be writing for you in the future and do you want
them “learning” how to arrange when it will not only decrease the effectiveness of the sale but also
increase the risk of tortious negligence? A former co-worker told me that her internship was served
doing nothing more than taking first calls and acting as a receptionist. When she started work with a
new firm as a licensed director, she had to be trained on all rudimentary functions of the job (taking vital
statistics for a DC, etc.) as well as learning how to speak with families.
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Missed opportunity? I think so. It doesn’t just stop at the firm, though.
Should your intern assist with draping a pall and walking a casket down the aisle? Yes. Should
they assist in loading and unloading flowers? Yes. Should their primary job be driving the flower van at
faster-than-light speeds to get to the cemetery prior to the cortege on every funeral? No; they need to
be learning how to lead the cortege by driving the hearse with the director or shadowing the limo driver
to learn how effectively chauffeur families. In short order, your intern may become responsible for
training future associates and directors – make sure they’re getting plenty of exposure now with the
best you have. A few dollars spent for adequate part-time associate coverage is a great way to focus on
intern training and keeping your part-time associates happy.
2. Utilize their Education
As a funeral service educator, I have ‘beaten it into’ the minds of students about aftercare and
funeral directing, about OSHA compliance and casket sizes, which way to construct an eyebrow and
what a double split complementary color scheme is. I may have even told them how advantageous it is
to put down the pencil and listen to the family before just pencil-whipping a statement of goods for a
direct cremation and even how they may even be able to attach merchandise to that direct cremation.
Pick their brains to see what their instructor may have taught them or what they may have experienced
at one of the trade shows or seminars or even a former employer’s best practice.
Show them their opinion matters and that they are a valuable asset to your business and you’re
off to a great first step. The fact that it could improve your business is all the reason you should need.
3. Ask them questions
It is not enough just to show an intern something or have them experience it multiple times. Ask
them questions on what they noticed or what they thought about something? Ask them their opinion on
how they feel things “went”. Some funeral home owners spend thousands of dollars on consultants to
lend a fresh set of eyes on their business – a funeral director intern can do the same exact thing,
especially at the start of their internship. While an intern is certainly no substitute for a professional
consultant, they can be a good, honest opinion to keep things fresh for a veteran director looking to
improve their game. I worked for a wonderful firm that encouraged students and interested parties to
shadow me as a funeral director to see if the industry was right for them. While in the car driving them
between services or to the cemetery I would ask what they thought of a religious or fraternal service or
what they noticed about how people congregated around certain floral arrangements or the memorial
video. Soliciting their opinion results in the intern knowing that you are paying attention and vested in
their development as well as giving you the side reward on how to fine-tune how you as a business or
licensee operate. I view that as a win-win.
4. Vary the Job
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In a compartmentalized establishment, we all get comfy doing what we do. This can have the
unfortunate side effect of creating a lack of awareness of how all the cogs in the machine relate or, at
worse, out-right hostility towards another team within the business entity. It is important that interns
receive as positive and varied an experience as possible. Interns should be given time out on the road
with a senior removal specialist so they gain an appreciation for removals even if they may never
perform removals in the future. They should have an understanding of how their establishment may
interact with a centralized preparation facility and demonstrate a need as to why asking for photos is
important at the arrangement table. Knowing how the ‘machine’ works gives a positive perspective as
well as valuable knowledge on how to reduce the risk of something getting lost between the cracks.
While you’re at it, get out from behind the desk as an owner and do the same yourself.
Owner/Manager visits, time permitting, will probably go a long way with your clients and staff.
5. Encourage Participation
Funeral directors are probably one of the most active professions in regards to membership in
philanthropic, civic, and fraternal organizations. Encourage your interns to join your funeral directors in
their organizations. This is especially important if you have a local or county funeral home association.
There can be some horrible rivalry between firms and you, as an owner or manager, should do your best
to let interns know that that sort of behavior is not tolerated and that business is business, it’s not
personal. One of my co-workers left to work for a corporate firm; I enjoyed working with her immensely
and certainly wished that my employer could have come to an agreement mutually beneficial to both
parties but that wasn’t the case. It was not my employer’s fault, my co-worker’s fault, or the other
company’s fault. It was a business decision, plain and simple. I enjoyed taking my funerals to the
competitor’s cemetery to visit my former co-worker.
Encouraging positive attitudes and obscene application of the Golden Rule will result in your
interns being excellent professionals and you potentially becoming an employer of choice in your area.
Wouldn’t you want to be able to pick and choose the absolute best from local labor pool?
6. Practice What You Preach
There is nothing more upsetting to me than double standards and I view this as the greatest
obstruction to a positive working environment. As a rule of thumb: If you feel you need to justify a
behavior or include a disclaimer as to why you’re doing an action to your employees, it’s probably not
the best course of action. The funeral home owner who gave me my “in” was old school – you washed
the cars and were permitted to take your shirt and tie off to do so, white shirt with dark colored tie and
dark suit every day. While he was demanding, he was also extraordinarily fair. He’d be running his
crematory (and he did most of his cremations himself) well past “closing time” and would be out in a tshirt and shorts weeding and cleaning his landscape every morning. He’d show up to help me load
remains in the morgue in the late evening if he noticed me take the removal van out. I knew and
respected the fact that he worked himself hard and, in return, it reinforced my work ethic. Students that
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shadowed me were told that this is a demanding business which will require sacrifice on those involved,
but there are financial and personal rewards for those willing to do so. Even if times were awful, it never
affected the way he worked. If we needed 4 people for a funeral, we had 4 employees assisting in the
funeral.
For those times where I experienced a double standard whether in or outside of funeral service,
well… I have nothing nice to say regarding them and I have plenty of examples. Interns typically spend
more time with your line-level employees and the influence of the day to day faces they see has
tremendous impact. I am willing to guarantee that your most mediocre employee possesses an almost
unnatural ability to see through the smoke and mirrors of a double standard and communicate it with
fervor to anyone who will listen.
7. Development, Development, Development
You should continually be developing your staff. I am a firm believer in consulting businesses for
firms that do not have their own internal developing system. Customer surveys, mock interviews, role
playing, and secret shoppers (especially on the phone), are all tools that are invaluable in on the job
training. Ownership/Management need to be held to the same levels as those ‘in the trenches’ and that
needs to be communicated to everyone and unilaterally accepted as a condition of employment. Role
playing is either deeply hated or openly embraced, there is no middle ground. As a real-estate licensee, I
absolutely hated role playing because it consisted of memorizing a script and the ability to regurgitate
the script on demand. As a funeral practitioner I was encouraged to utilize the script as a framework and
apply it as long as I hit the main points. I actually looked forward to role-playing because it allowed me
to show off my skills and, especially when the economy took a downturn, expressed to my owners that I
give every option, to every family, every time and was building relationships with my clients as was
evidenced by my high survey return rate as well as customer satisfaction rate.
Development is continual and management/ownership should do everything in their power to
foster this as a positive experience and listen to feedback from both the participant and the trainer.
When there is down time, do more than just clean; develop and refine positive behaviors. Your
employees get better at what they do and your interns know that it takes time and dedication to gain
mastery in their skills whether it be the front-end sales or the use of the cosmetic airbrush in your prep
room and develop a high appreciation for those with excellent skills and hold those persons good
esteem.
8. Team Building
This one is simple: Get your employees and interns out of the storefront and do something that
shows you as a manager or owner care about them as a person. There are so many easy ways to show
appreciation to your employees that I will spend a whole other opportunity talking about just things to
do with them. If the ownership or management of a firm doesn’t see the value in their employees, the
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employees will certainly reciprocate, at best, with indifference and apathy to their owners and
“philosophical mandates” passed down from the top of the hierarchy.
I know firms spend time thinking of ways to get community involvement via events that occur
during religious or national holidays. Do the same for your employees: surprise the team with pizza or
subs for lunch, plan employee gatherings or hold a potluck. Do things that will foster camaraderie
among departments. Most modern funeral homes have reception areas so hold a movie night at the
funeral home for your employees or, funds permitting, take everyone out for dinner and a movie. It’s
not enough to pay them a decent wage or give them an award now and then, show your interns that
you reward long term employment and that they matter in your master plan.
The magic of maximizing your return on investment of your interns will rely on your ability to
identify their needs and provide them the necessary tools to accommodate their development. The
above suggestions list some good first steps you can take in showing them that they’re not just full-time
labor with part-time duties. You may say that it’s up to people like myself, the educators, to do more in
this process but I simply cannot. I prepare them to take and pass examinations and impart to them what
practical items I can that does not devalue the industry best practices that comprises the essence of a
funeral service education. I cannot, and do not, “cut corners” to show them potentially the most
efficient way to do something – I show them and demonstrate for them the ideal and proper way to do
something or achieve a goal. I send them to the outside world for employment for further refinement by
your skilled hands. I send them, if I have done my job with minimal competency, enthused and eager to
take on the responsibilities that you have waiting and wanting you to shape them. I give you the future
of your business and the funeral service industry, treat them as such and you may be surprised the
significant improvements across your business and the industry as a whole.
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