Managing Internships

It is important that organizations take the time to carefully research and plan an effective internship program. There are several key elements to consider when undertaking the process. The amount of time an intern is expected to contribute to an organization is one of the first things to realize. If an intern is a student the time commitment will often be influenced by the school. If the intern is getting credit, they are usually expected to work between 8 and 16 hours per week for the semester.

Planning

It is prudent to think about internship programs in a holistic manner, not only to define present and future needs for interns, but how to integrate the intern’s work into your organization. Consideration should also be given to the support an intern needs while they are working, and how to adjust when the intern leaves.

To recruit an intern, the opportunity should be posted between one and three months prior to the anticipated start date.

Before the intern arrives your should have a clear understanding of what projects the intern can do, how the intern will support (and be supported by) staff, what the facility and financial resources available to the intern, project timelines, and potential scheduling issues. It is wise to have additional projects prepared ahead of time in the event of an intern completing tasks early.

In some cases interns will not be familiar with the area and it is thoughtful to anticipate, transportation, parking, dining and other concerns. Accommodating the academic year with your organization timelines is often wise in hiring student interns.

Supervision

Be prepared to invest ample front-end planning and training to interns. This applies not only to explaining the duties the intern will undertake, but also to the organization’s procedures and policies.

Interns should be given a warm introduction to the organization. Make sure that they understand policies like appropriate work hours, missing work, harassment, safety, etc. Acquaint them with their work space and environment, introduce them to co-workers, familiarize them with the organization communication process, explain the chain of accountability and let them know the extent of their job authority and decision-making capabilities.

Communication is vital and a weekly meeting between the intern and the supervisor is recommended. In this meeting the supervisor can critique the intern’s effectiveness and the intern can relate their experience with the organization; this avoids the awkwardness of a spontaneous performance evaluation.

A successfully supervised internship should provide challenging projects and meaningful evaluation on the intern’s work habits. Provide opportunities for the intern to understand the organization as a whole by including the intern in staff meetings and other work-place opportunities. As a supervisor you should be able to explain the meaning behind policy and procedure and help show connections the intern may not see. Some supervisors plan special events to recognize interns’ accomplishments.

Documenting

The intern’s school often has particular requirements for documentation. If this is the case the intern will supply details of the information needed.

Well documented expectations provide clear direction for the intern and reduce the possibility of misunderstanding. The success of an internship as a learning experience can only be achieved if constructive feedback is provided. Supervisors should take time to evaluate both a student’s positive accomplishments and weaknesses. If an intern was unable to meet their learning objectives, suggestions for improvement should be given in writing.

Legality

If an intern other than a student meets the organization’s needs as a learner/trainer then the employer does not need to pay them a wage. These are the general guidelines for a "learner/trainee":

The instruction given must be comparable to that of a vocational school
The experience must benefit the intern
The intern will not replace regular employees
There is not a promise of a job following the training

In the case of a student intern both student and employer should be aware that any form of remuneration is at the discretion of the employer and is not to be expected for the training period. Students are similar to "learner/trainees". These are the guidelines in this case:

Credit must be obtained
The employer must receive formal documentation about the internship’s educational relevance from the college or university
Learning objectives must be clearly stated
No more than half of the intern’s work should be the same as other employees
Intern must be supervised by a staff member

Specific questions about propriety should be directed to the organization’s legal counsel or the Career Center at the student’s university or college. Each college or university has their own guidelines for internships.

In paid internships the Intern wages can vary greatly. Researching wage ranges within your industry and geography is a good idea. You may consider contacting a career services office in your area for more information.

Equal Employment Opportunity laws apply to the hiring of student interns. In general, student interns fall into an "at will" employment status. An organization should provide interns with adequate information on safety and harassment policies as employers may be held liable for intern safety and harassment issues.

For more information about the administration of this internship program contact Paul Faria, arts in education associate at 207/287-2790 or paul.faria@maine.gov. For other internship inquiries contact Peter Precourt at the University of Maine at Augusta (peter.precourt@maine.edu – 207/621-3511) who is available to answer general questions from students, universities, and organizations.