MAY 2007: BUSINESS TOOLS, WORKFORCE TRAINING
The double
value of internships
Summer is nearly here and with it the chance to try out fresh,
young talent without too much risk: Hiring an intern is a way
for companies to test-drive a potential employee while giving
students valuable real-world experience.
“When done right, an internship is a win/win for
everyone,” says Becky Einolf, manager of the business
internship program at Portland State University’s School
of Business Administration.
Michelle Houck, director of client services for Portland-based
Cmedia, a direct-response advertising agency, says interns
bring a little something extra to the office. She says the type
of person who applies for an internship is looking to break out
of the student mold and get their feet wet in the working
world. Interns can bring energy to an office and the latest
knowledge and techniques from their university education.
“Interns bring fresh talent, book smarts and a
determination to apply that to the company,” says Mike
Bowyer, an engineering manager at Intel who oversees the
Multiple Engineering Cooperative Program (MECOP), one of the
oldest and largest internship programs in the state with about
100 Northwest engineering firms participating annually.
What an intern can do in the workplace varies depending upon
the size of the company, the type of work available for an
inexperienced person and the amount of time employers are
willing to invest in training. Having a concrete plan for
hiring and managing interns makes all the difference in
creating a positive experience for employers and interns.
Before advertising a position, take time to map out what an
intern’s role will be in your company:
ü Decide what type of work is appropriate and how the
intern will be trained and supervised.
ü Determine if the intern will be paid or not. If the
position will be unpaid, check with local universities for
guidelines on unpaid internships with for-profit employers.
ü Define the intern’s work schedule and routine.
Bowyer says to remember that it will take interns about four to
six weeks to acclimate to your company culture and
policies.
Whether interns work hand in hand with other staff members or
focus on smaller projects, a few key things can make the
experience beneficial. Houck cites mentoring and flexibility as
important components of any internship program. Einolf agrees,
explaining that ideally interns should report to one person for
consistency and effectiveness. Clark says that while interns
are eager to work they need guidance and direction. Interns are
known for asking a lot of questions and can, in their eagerness
to learn, agree to take on a project for which they lack the
appropriate experience and knowledge.
Most importantly, allow interns an opportunity to learn and
grow within your field. An intern should not be a glorified
coffee-runner. “Don’t limit them by what you
perceive their skill set to be,” says Houck. “Be
more organic. Allow interns to have pride and ownership in what
they accomplish in the workplace.” Bowyer says interns
benefit the company most when they have tangible, measurable
projects to work on.
If your company wants to set up an internship program, join
forces with your local university. That way, explains Einolf,
employers can learn from previously established programs, work
within preset guidelines and have a larger pool from which to
choose interns. Working with a university also sends the
message to potential interns that the program will be a
high-quality learning experience.
— Colleen Moran
Have an opinion?
E-mail feedback@oregonbusiness.com
