Lots of people and companies think interns are inexperienced, short-term students--so it isn't worth investing in them. This kind of thinking is both mean and stupid. (Yes. I feel pretty strongly about this.)
Mean: These young people are giving you their time, their creativity, and their admiration. They picked your company and you because they think being with you is a good investment. Don't abuse that faith. And, I don't just mean by avoiding asking them to make coffee for you--I mean take their trust seriously and give them substantive projects, look them in the eye and explain a request instead of barking it, and take the time to learn their names.
Stupid: These young people might be terrific future employees or vendors. Their friends might be terrific employees or vendors. Treat them with respect and give them a chance to learn something and they will repay you tenfold by becoming your biggest champion. Whether you like it or not, these interns are part of your team forever--you are the first job on their resume and they are Facebooking about their experience with you. Better, they know you and your company--and they think about you. They think about new products, your recent marketing campaign, and new revenue stream ideas. Don't you want to leverage this goodness????
Today, 30 interns finished a 10 week program at DoSomething.org. We walked away with incredible ideas, renewed energy and tangible things like new code, sponsors and creative. They will go back to their respective schools and tell their friends and family about us. And, we'll keep in contact with them through a listserve and Facebook group so we can let them know about job openings and mine them for ideas, feedback and help on promoting new initiatives. We know our relationship with these 30 interns is just the beginning.
Credit for this program goes to our Head of Fun. (That is the title we give to our human capital person.) Here is the method to her genius...
1. Make a real program for them.
- Have one start date for all interns. It should be a proper orientation explaining how systems work, key communications messaging, and even current pain points of the company.
- Have a single end date for all interns. This is a program. They are in it together. Everyone can count on them full-time during these 10 weeks. It's a team sprint.
2. Specific jobs.
- Create specific internship positions. A general "intern" job description will attract generalists--you want to find people who have the passion and skills to tackle specific tasks. So, make the description specific.
- Have the intern report to a specific person. If you are going to manage the intern, you should do the selection. Don't leave it to HR to select your interns for you. HR can run the overall program, but you should pick your own people.
3. Set goals
- With your intern, pick 3 projects that the intern can own. These are things that have a beginning, middle and end. Something measurable. And something that actual matters--not just busy work. (Busy work is expected...but three real projects are also expected.)
- Halfway through the internship, hold a review. Use the same methodology you would use for full-time employees. This is your chance to help this young person learn and grow. Does he have a funky attitude? Don't just wait out the next 5 weeks--tell him! He might change, giving you 5 great last weeks and a lifetime of appreciation for helping him grow.
- Hold weekly all-intern meetings where each intern shares an accomplishment, a goal, and a request. This creates accountability and fosters cross-company understanding as interns work on divergent tasks/teams.
4. No silos.
- Don't stick them in the basement. (Actually, don't stick anyone there!) Give your intern a seat at the table--even if it is a small Ikea desk in your office--this is a chance to watch, listen, and learn.
- Bring them to meetings. Want your intern to write a good memo? Bring her to the brainstorm meeting or client meeting! Yes, I am advocating bringing interns outside the office sometimes for client facing functions.
- Know their names. Seriously. This matters. I am embarrassed to admit that it took me until this week to learn all of their names. The loss is mine. These are amazing young people who I could have learned from this summer and I traveled too much and just didn't engage with them as much as I should have.
5. Give context.
- Take the time to explain things. They are new to you--and possibly new to any office. This means they are experiencing things for the first time. Explain why you want something a certain way. Turn directives into teaching moments...and your interns will produce better work. And, seeing things through new young eyes keeps you (and me) fresh.
Photo: Jacobs Stock Photography via Getty Images
Windows System Administration
4yI was actually google searching the opposite. It seems like all the interns I cross paths with at my work can be a little mean and entitled. I just try to kill them with kindness, but I have only met a few select interns that have been really cool.
Supplying boxes and packaging
5ySpot on!
Independent Writing and Editing Professional
9yOne 'Minute Manager' techniques are very helpful in the interaction of these individuals who are with a company for a short period of time. Keep their guidelines for expectations, short and simple. Establish a model for what good results and behavior would look like. Touch them when you are close by and you convey your positive thoughts. Catch them doing something right, and send a short note of a sentence or two. If you find new people not meeting expectations, while touching them on the shoulder, elbow, etc explain this is not the direction of expectations, and then provide a short tip or resource that will yield better expectation. Less than a minute of coaching, migrating from an aura of concern to one of optimism, if they fulfill the effort necessary. Assign to a mentor for improvement and guidance.
Claims Administrator at Westcor Land Title Insurance Company
9yThe learning curve goes both ways with internships. Such an opportunity for both the employer and the intern to grow together. This resource is often overlooked or not administered properly resulting in poor experiences for both sides. Seize the opportunity, it will be a good long term investment.
TRAVEL OFFICER at Balmer Lawrie & Co. Ltd II UGC NET Qualified June 2020.
10yTruly said...!