How To Create A Successful Internship Program

4 key elements of a successful internship program

Internship programs have historically been the way that the emerging workforce in general, but upcoming and recent college graduates in particular, gain their first exposure, and first experience, with the real world of work. 

Internships were long seen as a stepping stone to better job opportunities, accelerated career development and a way for companies to take emerging talent for a proverbial test drive (and for that same talent to see what it is really like, and whether it is really worth it, to work at a particular company).

Internship programs have an established track record of success. They are one of the top sources of entry-level, professional hires at most enterprise employers; they are among the most cost-effective sources of talent for any organization; and, of course, they allow organizations to build relationships, assess culture fit and do due diligence on both potential and personality with a dedicated, proprietary pool of top talent that knows how business really gets done at your business.

As aggregate statistics and anecdotal evidence go, that is a hard business case to beat, but not every internship program, of course, has proven to be efficient, effective, or even minimally viable, for that matter. 

The success of an internship program depends on both the candidate and the company, and without a mutual commitment, or structured program, or even expectations or outcomes from either party, internship programs can create either apathy or antipathy between interns and companies that can last a lifetime (or at least, linger over the course of a career). Done right, of course, it can also build the foundation for a long term, mutually beneficial professional relationship based not on enmity, but affinity, instead.

The most important metric, or basic baseline, for the relative success of an internship program is, of course, how many of those interns convert into full-time hires?

In recent years, about half of the interns here at Sweetwater have been subsequently hired as full-time employees after the completion of their internship program. As one of the nation’s largest providers of professional musical and audio equipment, that sounds pretty sweet - and right at the national average of 56.1%, according to NACE. 

Of course, we did not get there right away - and average, compared to when we started our internship program, is really anything but. We have built what is seen throughout the organization - and the industry - as a successful internship program. 

But more importantly, we have seen that success in the dozens of interns who not only started their careers with us, but have also grown and developed those careers within the company. They are our high potentials, and our future leaders - and we have got a pretty impressive track record of promotions and conversions to prove that we are building a scalable, sustainable internship program that is both an efficient source of hire and an effective way to attract and convert top emerging talent who see Sweetwater not as a stepping stone, but instead, as an employer of choice.

I am often asked what, exactly, makes an internship program “successful.” Well, I can not speak for every employer offering internships or every potential hire pulled from these programs, but I think I have narrowed it down to pretty much four factors that can make or break any internship program. 

Here are the 4 things every talent acquisition (TA) professional and leader needs to consider when considering if, or how, to build a world-class internship program. They do not require a ton of resources or budget, but they do require careful consideration and critical thinking - which, as we all know, is really the hard part.

Have you considered the question, “How can our interns grow professionally outside of the job duties assigned”? It can be tempting to become hands-off once you successfully hire interns and have them get started in their jobs. However, engaging interns in professional development sessions or activities can be a great way to bolster your internship program. Think about how multifaceted your company might be and how many successful professionals work in your organization. 

There are numerous topics that could be relevant for interns to hear about as it relates to professional development. Those topics could include, but are not limited to, the following: imposture syndrome, proper business etiquette, how to network in the workplace, the mindset needed to learn from mistakes, etc. 

College students have so much to learn as they prepare themselves for the workforce. Having professional development built into the internship can create a great name for your program and serve your interns well in the long run.

Many people can think back to their experience of searching for a job as a new graduate. However, there is a special group of people who remember getting hired full-time for a company they interned for. 

That was my story, and I can tell you from personal experience that intern “buy-in” sizably increases when they know that they have a real chance at remaining an employee post internship. While very few employers can ever guarantee full-time placement for an intern, every employer can ensure interns of their goal to retain interns. Internships serve as an excellent pipelining tool for young talent coming into the industry.

I encourage every employer to frequently remind interns of their desire to retain interns after the internship. This reinforcement can be a great way to promote top performance and give interns perspective on how to view their internship. 

Suggesting that an internship can be viewed as an extended job interview is also another way to help shape interns’ thoughts toward the job.

We are far past the day and age where interns simply grab a coffee and do other similar tasks for people in the office. In order to have a successful internship program, interns should be involved in value-added job duties. These are tasks that essentially have a direct impact on the company’s bottom line. 

Students are looking for opportunities to apply their classroom knowledge and complement what they have been learning in school. Developing the reputation as “the coffee runner internship” will drive away intern candidates who are in search of meaningful work. 

Having interns engage in value-added job duties also gives an employer an excellent look into what it might look like to have them work full-time.

Starting in a new internship role can be daunting, especially in a large company. It is imperative that employers set the stage for interns to build community with each other. One of the many ways you might consider doing so is by hosting a few intern-only events off-campus. 

Requiring attendance for a couple of these events is suggested in order to have the turn out and setting for interns to engage in socializing. 

Having peers who are in the same boat as other interns is a great way to help interns settle in for the program. It also gives interns the opportunity to enjoy their time outside of the program as well as develop a professional network. 

Lastly, if multiple interns get hired full-time, it gives them a community of people they are already well connected with. Which, as we all know, is what makes workers at every level not only attracted to a job, but willing to stay for the long term, too. After all, that is what an internship program is really all about - and that is the bottom line.

Author Bio

Jordan Bridges is Talent Acquisition Specialist at Sweetwater. Visit www.sweetwater.com  Connect Jordan Bridges https://www.linkedin.com/in/jordan-bridges-talentacquisition/