Employer Internship Guide - Boston University · Employer Internship Guide ... Content/static-assets/downloads/executive-summary/2015-internship-co ... a brief overview or summary

Employer Internship Guide

Yawkey Center for Student Services | 100 Bay State Road, Sixth Floor | Boston, MA 02215T: 617-353-3590 | E: [email protected]

bu.edu/careers | facebook.com/buccd | @BU_CCD

TABLE OF CONTENTS

Internship Basics 1 DefinitionofanInternship BenefitsofanInternship Compensation

How To Develop an Internship Program 4 SetGoalsandWriteaPlan WritetheInternshipPositionDescription(s) RecruitmentandSelection OrientationandTraining Supervision

Resources 10 WorkingwiththeCenterforCareerDevelopment BUCenterforCareerDevelopmentEmployerPolicies AdditionalBUCareerCenters BUInternationalStudentsandScholarsOffice(ISSO) ProfessionalAssociationsforInternships

Appendices 12 I.SamplePositionDescription II.SampleLearningAgreement III.SampleReferenceLetter IV.SampleEvaluation

INTERNSHIP BASICSBostonUniversityandtheCenterforCareerDevelopment(CCD)staffencourageinternshipsasonewayforstudentstoexplorepossiblecareerpathsandgaineducationalexperienceinaspecificfieldorindustry.Internshipsarebeneficialthroughoutastudent’scollegejourneyandoftenhelpthemmakekeydecisionsabouttheirprofessionalfuture.TheCCDsupportsBUstudentsastheynavigateallaspectsofcareerdevelopmentandsupportsemployersastheyrecruitforinternshipsandjobs. WehopethatthisguidewillserveasaresourceforyourHRdepartmentand/orthedepartmentthatwilloverseeyourinternshipprogram.Inaddition,werecommendsharingthisguidewiththeinternshipsupervisortoprovideinformationonorientations,supervision,andtrainings. Asarespectedresourceforcareerservicesprofessionalsandemployers,theCCDadherestoguidelinessetforthbytheNationalAssociationofCollegesandEmployers(NACE),referencedthroughoutthisguide.NACEisaleadingsourceofinformationrelatedtothecareerdevelopment,recruitment,andhiringofcollegestudents.Formoreinformation,visitNACE’swebsite:naceweb.org.

DEFINITION OF AN INTERNSHIP Aninternshipisanopportunityforstudentstohavesupervised,educationalandpracticalexperienceinacareerfieldofinterest,aswellastoexpandindustryknowledgeandbuildskills.Unlikevolunteeringorpart-timejobs,internshipsincludeintentionalmentoring,networking,andskilldevelopment,aswellasopportunitiestolearnmoreaboutaspecificfield.Internshipscantakevariousforms—part-orfull-time,paidorunpaid—areusuallytwotosixmonthsinduration,andaregenerallyone-timeexperiences.

Pleasetakethefollowingcriteriaintoconsiderationasyourorganizationcreatesaninternshipprogram:• Aninternshipshouldhaveadetailedpositiondescriptionaswellassetbeginningandenddates.• Aprofessionalstaffmemberwithexpertiseinthefieldshouldsupervisetheintern.• Aninternshouldhavewell-definedlearningobjectives,whicharerelatedtohis/heracademicand

professionalgoals.• Thesupervisorshouldprovideregularfeedbacktoenhancetheintern’slearningobjectives.• Theorganizationshouldprovideresources,equipment,andfacilitiesthatsupporttheintern’slearning

objectives/goals.• Theskillsgainedduringaninternshipshouldbetransferabletootherworksettings.

BENEFITS OF AN INTERNSHIP Bothemployersandstudentsbenefitfrominternships.Employershavetheopportunitytotrainandsupervise,whilestudentsareabletocomplementtheiracademiccourseworkwithanexperientiallearningopportunity. HOW DO EMPLOYERS BENEFIT FROM INTERNSHIPS?Internsaddvaluetoanorganizationinavarietyofways,including:

• Accesstoenthusiastic,innovative,andhighlymotivatedpre-professionalswhocontributefreshperspectivesandnewideas

• Achancetoprovideprofessionalcontextforstudents’academiccourseknowledge• Aproven,cost-effectivewaytorecruitandevaluatepotentialfull-timeemployees• Aprofessionaldevelopmentopportunityforstafftosuperviseandmentorothers• Increaseddiversityintheworkplace• Thesatisfactionofhelpingstudentsprogressintheirpersonalandcareerdevelopment• Developmentofrelationshipswithcolleges/universitiesandincreasedvisibilityoftheirorganizationon

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campus• Freeadvertising,astheinternwillinevitablytalkabouthis/herexperience;theCCDoffersopportunities

forstudentstosharetheirinternshipexperiences,suchasinternshipstories(bu.edu/careers/about-us/news/internship-series/)featuredontheCCDwebsiteandtheannualSummerExperienceShowcase

HOW DO STUDENTS BENEFIT FROM INTERNSHIPS?Internshipsallowstudentstoexplorecareeroptionsanddeveloptransferable,career-relatedskillsandknowledge,aswellascomplementtheiracademicstudieswithfirst-hand,professionalexperiences.Duringaninternship,studentswill:

• Applyclassroomknowledgeandlearningtoaworkplaceexperience• Learndirectlyfromexperiencedprofessionals• Refineacademicinterestsandlong-termcareergoals• Networkanddevelopprofessionalcontacts,mentors,andreferences

COMPENSATION

Internships,whetherpaidorunpaid,canprovideanopportunityforstudentstoacquireindustryexperienceanddevelopskills.Itisimportanttoensurethattheinternshipprovidesaplacefortheinterntolearnandconnecttheirclassroomknowledgetotheworkplace,withtheinternbeingtheprimarybeneficiaryduringtheexperience.

Thestandardsregardinginternshipcompensationhaveandcontinuetochangeastheyaredebatedinthecourtsystem.BostonUniversityCenterforCareerDevelopmentdoesnotprovidelegaladvice.EmployersinterestedinprovidinginternshipsforBostonUniversitystudentsareencouragedtoconsultwiththeirownadvisorsregardingcompliancewithcurrentcompensationstandards.WeencourageyoutoreviewthefollowinginformationprovidedbyNACE:

NACE Position Statement on U.S. Internships: naceweb.org/connections/advocacy/internship_position_paper/

NACE: Appeals Court Vacates Ruling in Unpaid Internship Case: naceweb.org/internships/legal-ruling-unpaid-internships-learning-experience.aspx

Please note that the CCD reserves the right to reject any internship or job posting on BU CareerLink.

PAID INTERNSHIPSWhendeterminingwagesforaninternshipprogram,manyemployersusethesalarytheypayanentry-levelemployeeasastartingpoint.Internpayratesvarybasedonthestudent’sexperienceandtheinternship’sfunctionalarea.Internswhoarepaidmaybemorefocusedbecausetheymaynothavetoseekalternativesourcesofincometosupportthemselvesduringtheinternship.

Formoreinformation,refertoNACE’srecommendationsforsettinginternsalaries:naceweb.org/s01102013/intern-salaries.aspx.

NACEalsoreportedhourlywagesforinternsbasedontheresultsoftheir2015Internship&Co-opSurvey:naceweb.org/uploadedFiles/Content/static-assets/downloads/executive-summary/2015-internship-co-op-survey-executive-summary.pdf

UNPAID INTERNSHIPSNotallorganizationsareabletopayinternsandinsteadhostunpaidinternships.Ifthisisthecase,itisimportanttounderstandthatunpaidinternshipsarenotafeasibleoptionforallstudents.Considerthefollowingwhenplanningtoofferunpaidinternships:

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• Hours:Studentsmayneedtofindapart-time,paidpositiontohelpmeettheirfinancialneeds.Thismaybeachallengeiftheunpaidinternshipisfulltimeorifthehoursarenotflexible.

• Non-monetary Benefits:Considerofferingnon-monetarybenefits,suchasopportunitiesforprofessionaldevelopmentaswellasassistancewithhousing,transportation,and/ormeals.Housingandtransportationstipendsmaybeparticularlyattractivetocandidatesiftheywouldhavetorelocatefortheinternship.

ACADEMIC CREDITBostonUniversitydoesnotcurrentlyhaveaUniversity-widepolicyregardinginternshipsforacademiccredit.Thevariousschoolsandcollegesdeterminetheirownpolicies.Itisthestudent’sresponsibilitytoworkwithhis/herschoolorcollegewhenpursuingacademiccreditforaninternship.Academiccreditisnotconsideredaformofinternshipcompensation.EmployersshouldnotrelyonBostonUniversity’sdecisiontograntacademiccreditwhendeterminingtohostapaidorunpaidinternship.

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HOW TO DEVELOP AN INTERNSHIP PROGRAM

Asyoudevelopandimplementaninternshipprogram,preparationandstructurewillhelppositionyouforsuccess.Whetheryouhaveonlyoneinternorseveral,astructuredinternshipprogramisanimportantpartofestablishingameaningfulexperienceforallparties.

SET GOALS AND CREATE A PLANIdentifywhatyourorganizationhopestoachievefromaninternshipprogram.Goalsandexpectationsshouldbeclearlyoutlinedfortheintern,supervisor,andorganizationpriortotherecruitingprocess.

QUESTIONS TO CONSIDER• How many interns does your organization need?Iftherewillbeseveralinterns,willtheyworkona

teamorhavetheopportunitytoconnectandsharetheirexperiences?• Will the intern be compensated?Wagesvarywidelyfromfieldtofield;besureyoursarecompetitive

andincompliancewiththeU.S.DepartmentofLabor’sFairLaborStandardsAct(seethecompensationsectionformoredetails).

• Is there a dedicated work area for the intern?Inorderfortheinterntobesuccessful,he/shemusthaveallofthenecessarytoolstocompletethejob(e.g.,desk,chair,phone,computer,etc.)aswellasaccesstoanyneededsystems.

• What will the intern’s time commitment be?Ifitisapart-timeinternship,howflexiblewilltheworkschedulebe?

• What sort of academic background and experience do you want in an intern? Identifythequalitiesandskillsthataremostimportant.

• Who will supervise the intern?Inadditiontoidentifyingthisindividual,determinethetypeofsupervisiontheinternwillreceive,includingfrequencyofmeetingsandopportunitiesforevaluationandfeedback.Thesupervisorshouldbeaprofessionalstaffmemberwithexpertiseandeducationaland/orprofessionalbackgroundinthefield.Werecommendthatthesupervisorbeon-siteandeasilyaccessible.

• What will the intern’s responsibilities entail?Beasspecificaspossiblewhenoutliningprojectsthatcanberealisticallyaccomplishedduringthecourseoftheinternship.

• Will the intern be assigned to one department or rotate through several? Iftheinternshipisrotating,makesurethatprojectscanbecompleted.

• Are there professional development opportunities that support the intern’s learning objectives? Thesecouldincludeattendingstaffandprofessionalassociationmeetings,seminars,trainingsessions,executivelunches,socialprograms,networkingevents,andmore.

WRITE THE POSITION DESCRIPTION(S)Adetailedpositiondescriptionprovidesstudentswithabetterunderstandingofwhatthepositionentails.Studentsarethenabletoseewhethertheinternshipisofinterestandifitwouldbeagoodfit.

Startbyestablishingapreliminarylistofactivitiesthatwillfittheneedsofyourorganization.Adetaileddescriptionoftaskswillhelpcareercenterstaffpromotetheinternshipandhelpyoutoscreentherightcandidates.Whenyouselectaninterntojoinyourteam,wesuggestthatyoureviewtheplannedresponsibilitiesandmodifythemaccordingtotheintern’sexistingknowledgeandindividualinternshiplearninggoals.

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INTERNSHIP POSTING TIPSYourinternshippositiondescriptionshouldbebothaccurateandappealing.Herearesometipsonhowtowriteaneffectivedescriptionthatencouragesstudentstoapply.PleaseseetheAppendixforasamplepositiondescription.

• Title• Thetitleshouldaccuratelyreflecttheworkthattheinternwillperform.• Addadescriptivewordtoamoregeneraltitle.Example:“marketingintern”

• Summary• Startwithabriefovervieworsummaryoftheinternship’smainresponsibilities.Keepthisshort

andtothepoint:onetothreesentences.• Listalloftheessentialfunctionsoftheinternship.Begineachresponsibilitywithapresenttense

actionverb.Beasspecificaspossible.Examples:“researchsocialmediatrends”or“monitorandrespondtosoftwareproblems”

• Indicatehowfrequentlyataskwillbeperformedorwhatpercentageoftimeitrequires.Thishelpsapplicantsformanideaofwhatatypicaldaymaylooklike.

• Includeadescriptionoftheskillsthestudentmaydevelopduringtheinternship.Example:“developeffectivepeercounselingskills”

• Skills and Qualifications• Listallqualifications,bothmandatoryandpreferred.• Includeadesiredyearinschool,majors/minors,orspecificcourses.Weencourageorganizations

tothinkbroadlyabouttheskillsandqualificationslisted.Forexample,ifyouarelookingforstudentsmajoringinfinanceoraccounting,consideropeningthepositionuptostudentsmajoringineconomicsormath.

• Organization Overview• Describeyourorganization’smissionandgoals.• Addinterestingfactsorusefulinformationaboutyourorganizationthatwouldcatchastudent’s

attention.Thiscanincludeinformationontheorganization’shistory,workculture,awards,andmore.

• Location and Travel • Includedetailsonwherethepositionislocated.• Iftravelisrequired,notethelocation(s),timeperiod,andpurpose.

• Compensation• Indicatehowthestudentwillbecompensated—thismayincludenon-monetarybenefits(e.g.,free/

discountedroomandboard,opportunitiesforprofessionaldevelopment,commutingexpenses,etc.).

• Iftheinternshipisunpaid,thisshouldbeclearlystatedinthepositiondescription.• Format and Deadlines

• Usebulletpointswhenpossibletomakethedescriptioneasiertoread.• Includeanapplicationdeadlinetoencouragecandidatestoapplyinatimelymanner.

RECRUITMENT AND SELECTIONWesuggestthatyoubeginrecruitingforyourinternshipprogramatleastthreetofourmonthsbeforetheinternshipstartdate.Thelongeryouacceptapplications,thebetteryourchanceoffindingthebestcandidatesfortheinternship.Thesooneryousecureanintern,thelongeryouhavetoformagoodworkingrelationship.

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THE INTERVIEWItisimportanttoselectaninternjustascarefullyasyouselectpermanentemployees.Theinterviewisvitaltoidentifyingandselectingtherightpersonfortheposition.Conductingmultipleinterviewscangiveyoumoretimetodeterminewhethersomeoneisagoodfit.

Therearemanywaystoconductinterviews,includingbyphoneandinperson.On-campusinterviewsprovideemployerswithaprofessionalsettingtointerviewBUstudentsandalumni.Theyareconvenientforstudentswhohavebusyschedules,enablingthemtoengagewithemployersinaspacethatisfamiliarandeasilyaccessible.On-siteinterviewsarevaluablebecausecandidatesareabletoseetheworkenvironment,gainabetterunderstandingoftheorganizationalculture,andmeetotherstaffmembers.

Duringtheinterviewprocess,behonestwithcandidatesaboutwhattheycanexpectduringtheinternship.Ensurethattheyclearlyunderstandthegoalsandexpectationsoftheinternshipprogramsotheyarewellinformed.

THE OFFERWhenyouhaveselectedaninternandarereadytomakeanoffer,werecommendthatyounotifythestudentbysendinganofferletter.Thisshouldinclude:

• Dates/durationoftheinternship• Compensation• Offerdeadline• Contactinformation

Bothstudentsandemployersbenefitbyestablishingreasonableofferdeadlines.Whendeterminingadeadline,givethestudentampletimetothoroughlyevaluatetheoffer,havequestionsanswered,andgainadditionalinformation.Offerdeadlineswillvarydependingontheindustry,thestudent’spriorexperiencewiththeemployer,andoffertiming.

Youshouldavoidplacingunnecessarypressureonthestudent.Pressurecancomenotonlyfromaquickofferdeadline,butalsofromtheuseoffinancialincentives(e.g.,signingbonuses,increasedsalary,andsoforth),whichencourageearlyacceptance.Althoughbothstudentsandemployersbenefitthroughpromptcommunication,itcanalsoincreasethesenseofurgencyandshortenthetimestudentshavetomakewell-informeddecisions.

Formoreinformationonmakinganinternshipoffer,werecommendthatyoureviewNACE’sguidelinesforreasonableofferdeadlines:naceweb.org/principles/reasonable_offer.htm.

ORIENTATION AND TRAININGAnintentional,well-designedorientationandongoingtrainingwillhelptoclarifygoalsandlearningobjectives,providetheinternwithinformationabouttheorganization,andbetterpositionhim/herforasuccessfulinternship.

PRIOR TO THE FIRST DAY• Establishanorganizedworkspacefortheintern.• Setupequipmentandanytechnicalresources,suchasaphone,voicemail,computer,email,Internet

access,andmore.• Outlinetheexpectationsfortheinternship.Expectationsmaybemodifiedbasedontheintern’s

knowledgeandlearninggoals.• Prepareanyformstobesigned.• Ifthishasnotalreadybeendone,identifytheintern’ssupervisor.• Briefyourstaffontheintern’simpendingarrivalandprimaryrole.

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FIRST DAY/ORIENTATIONOncetheinternstarts,orienthim/hertotheworkplacebyprovidinganoverviewofyourorganization,makingintroductionstostaffmembers,discussinglearningobjectivesandresponsibilities,andgivingatourofthefacility.Belowareadditionaltopics(withassociatedquestions)toaddressduringorientation:

• The Mission of the Organization• Whatisthehistoryoftheorganization?• Whatisuniqueaboutyourproductsorservices?• Whobenefitsfromyourproductsorservices?• Whataretheorganization’scurrentobjectives?• Howmaytheinterncontributetothoseobjectives?

• The Structure of the Organization • Whoreportstowhom?• Whataretheresponsibilitiesoftheintern’sdepartment?• Howaredecisionsmade?• Whichpersonnelcananswerdifferentkindsofquestions?

• Rules, Policies, Decorum, and Expectations• Aretherepoliciesand/orexpectationsregardingpersonaluseofcellphones,computers,and

socialmediaduringtheworkday?• Isthereanyindustry-ororganization-specificterminologytheinternshouldknow?• Whatarethespecificworkstandardsandprocedures?• Whataccessdoestheinternhavetothesupervisor(days,times,andduration)?• Howdotheemailandtelephonesystemswork?• Whatarethesafetyregulationsforinterns?• Isthereaprocedureforreceivingapprovaloncompletedwork?• Whatformsorreportsneedtobecompleted(ifany)?• Whatlocal,state,and/orfederalguidelinesorlawsapplytotheintern’swork?• Whatsecurityorconfidentialityissuesdoestheinternneedtoknow?• Isthereanofficedresscode?Whatdoesitentail?• Howshouldtheinternmaintainhis/herworkarea?

• The Intern’s Responsibilities• Whatistheintern’srole?• Whatprojectswillbeassignedtotheintern?• Whatresourcesareavailablefortheintern?• Whattrainingisnecessary?• Whattaskscanbecompletedwithoutsupervisoryapproval?

ONGOING PROFESSIONAL DEVELOPMENT OPPORTUNITIESEducationalandprofessionaldevelopmentopportunitiessupporttheintern’slearningobjectivesandcomplementhis/herworkresponsibilities.

• Givetheinternmaterialsabouttheorganizationtoreadsuchasnewsletters,annualreports,anorganizationalchart,ororganization-widememosfromtheCEO.

• Encouragetheinterntospendbreaksandlunchesinplaceswhereemployeesgather.• Givetheinternopportunitiestoobserve(orparticipatein)professionalmeetings.

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• Allowtheinterntoconductinformationalinterviewsorconnectwithotheremployees.Encouragetheinterntoobserveothersatworkandtoschedulemeetingsforjobshadowingexperiences.

• Allowtheinterntoattendprofessionalassociationmeetingsorconferences,iffeasible.

SUPERVISIONItisimportantfortheinternshipsupervisortoestablisharelationshipwiththeinternearlyasthisoftensetsacrucialtonefortheexperience.Theinternwilllooktotheinternshipsupervisorasamentorwhowillassisthis/hertransitionfromtheclassroomtotheworkenvironment.Agreatinternshipsupervisorshouldbeabletosupporttheinternby:

• Providingleadership • Motivatingtheinterntocompletetasks• Delegatingtasksandprojectseffectively• Communicatingwell• Developingandtrainingtheintern• Evaluatinghis/herprogress

LEARNING AGREEMENTAtthestartoftheinternship,itisimportanttotaketimetodiscussgoals,objectives,andanactionplanfortheinternship.Werecommendthatthesupervisorandtheinterncompletealearningagreementthatdetailstheintern’sresponsibilitiesandlearningobjectives.Thiscanbereferencedthroughouttheinternshipandthroughouttheevaluationprocess.Inaddition,thislearningagreementhelpsthestudentsetcleargoalsfortheinternshipandhelpsthemtokeeptrackofwhattheywillaccomplishthroughouttheirexperience.

PleaseseetheAppendixforasamplelearningagreementform.

EXPLAIN PROJECTS AND PROVIDE FREQUENT FEEDBACKWhenthesupervisorassignswork,makesurethereisadetailedexplanation.Whiletheprojectmayseemcleartothesupervisor,itmaynotbeobvioustosomeonewho’sneverdoneitbefore.Theextratimespentatthebeginningwillpayofflaterwhentheinterncanproducegoodworkindependently.

Wesuggestthatthesupervisormeetwiththeinternregularlytoprovidefeedbackconcerninghis/herperformance.Duringthesemeetings,theinterncan:

• Reportonthestatusofaproject• Askquestions• Participateinanevaluationofhis/herstrengths• Discussareasneedinggrowthanddevelopment• Getasenseofthekindofworkthatliesahead

Atthesametimethesupervisorwillhaveanopportunitytocoach,counsel,andreinforcepositiveattitudesandperformance.

GET TO KNOW THE INTERN’S WORK STYLEThroughouttheinternshipexperience,theinternshipsupervisorwillbecomefamiliarwiththeintern’sworkstyle,aswellashis/herstrengthsandweaknesses.Thesupervisorshould:

• Utilizetheintern’sstrengthsbyassigningprojectsthatalignwell• Assignprojectsthatarechallengingandthatrequiretheinterntobuildnewskills• Payattentiontotheintern’sbehaviorfromthebeginningoftheexperience;thismakesiteasierto

addressanyproblemsorbadhabitsearly• Recognizechangesintheintern’sbehavior;behavioralchangesmaybeasignthattheinternis

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experiencingproblemsintheinternship.Forexample,he/shemaybejugglingtoomanyresponsibilitiesormayhavehitanobstaclewithaproject,butmaybehesitanttovoicehis/herconcerns.

• Maintainanopenchannelofcommunicationandaddressanyconcernsinatimelyfashion

EVALUATE THE INTERN’S PROGRESSEvaluationisanimportantcomponentoftheinternshipandshouldhappenthroughouttheexperiencetohelpavoidcommonproblems,includingmiscommunication,misunderstandingofrolesandtasks,andlackofspecificgoalsandobjectives.

• The first evaluationshouldbescheduledwithinthefirstfewweeksoftheinternship.Thiswillhelpthesupervisordeterminewhethertheintern’sorientationandtrainingweresufficient,orifthereareanylingeringquestions.Thisalsoprovidesanopportunitytoaddressanyconcernsandtoensurethatthegoalsandexpectationsareclear.Thesupervisorshouldconsiderthequalityandtimelinessoftheworkproducedtodate,theintern’sabilitytofollowdirections,workhabits,andareasneedinggrowthanddevelopment.Thelearningagreementcanbereferencedduringthistimetoensurethattheinternisworkingtowardstheirassignedobjectivesandgoals.

• The second evaluationshouldoccuratthemidpointintheinternship.Thisisanopportunitytoassesstheintern’sprogresstowardsassignedgoalsandtodeterminewhatresourcesarenecessarytocompleteassignments.

• A final evaluationshouldoccurduringthefinalweekoftheinternship.Thisisanopportunitytomeasuretheintern’simpactontheorganizationanddetermineiftheorganization’sneedsweremet.Reflectingontheinternshiphelpstheinterntoidentifyhis/herstrengthsandareasforgrowth.Thesupervisorshouldencouragetheinterntobehonestabouthis/herexperience,asthiswillhelptodeterminethevalueoftheworkforfutureinterns.Inordertomeasuretheprogram’ssuccess,thesupervisorshouldrefertothelearningagreementandthestatedprogramgoals.

PleaseseetheAppendixforasampleevaluationform.

BEFORE THE INTERN LEAVESAnappropriateoff-boardingprocessprovidesclosureandhelpsconcludetheinternshipexperience.Beforetheinternshipconcludes,thesupervisorshould:

• Confirmtheintern’slastdayandnotifystaffmembers• Encouragetheinterntostayengagedandmakethemostoftheremainingtime• Offertobeareferencefortheintern(seeAppendixforasamplereferenceletter)• Suggesttheinternconductinformationalinterviewswithstaffmembers,ifhe/shehasyettodoso• Ensurethattheinterntransfersanyprojectstothesupervisororanotherstaffmember• Remindtheinterntoreturnanyorganizationalproperty• Asktheinterntoleavehis/hercontactinformation• Thanktheinternforhis/herefforts

Additionally,iftheinternshipwentfavorably,thesupervisorand/orHRmaywanttodiscussfutureemploymentopportunities.

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RESOURCES

WORKING WITH THE CENTER FOR CAREER DEVELOPMENT TheCCDassistsorganizationsinmeetingtheirrecruitingneeds.Asafirststep,employersareencouragedtopostinternshipsonBUCareerLink,ourNACElinkNetworksystempoweredbySymplicity.Additionally,campusrecruitingactivitieshelptoconnectstudentswithemployersandtobroadenstudents’awarenessofavailableinternshipsandjobs.

POSTING INTERNSHIPS ON BU CAREERLINKQuicklyandeasilypostinternship(andjob)opportunitiesviaBUCareerLink.Employerscanreceiveonlineapplicationsdirectlythroughthesystemandfindpotentialcandidatesthroughresumebooks.

GetstartedwithBUCareerLink:https://careers-bu-csm.symplicity.com/employers/.

CAMPUS RECRUITING ACTIVITIESCampusrecruitingactivitiesconnectemployerswithBUtalentandincreasethevisibilityoftheirorganizationsoncampus.TheycanhelpemployerstoestablishastrongerpresenceatBU,informstudentsabouttheirorganizations,recruitstudentsforinternshipandjobopportunities,and/orshareindustryknowledge.TheCCDoffers:

• InformationSessions• MeetandGreets• Employer-in-Residence• Skills-BasedWorkshops• CareerExpos/Fairs• On-CampusInterviews

Learnmoreaboutemployerengagementopportunities:bu.edu/careers/for-employers/

SignupwithBUCareerLink:https://careers-bu-csm.symplicity.com/employers/

Forquestionsorassistance,contacttheemployerrelationsteamatbucareer@bu.eduorcall617-353-3590.

BU CENTER FOR CAREER DEVELOPMENT EMPLOYER POLICIES WeaskthatallemployersabidebytherecruitingpoliciesfoundontheCCDwebsite.Wehavepoliciesrelatedto:

• BUCareerLinkandRecruitingActivity• PostingUnpaidInternshipOpportunities• EqualOpportunity/AffirmativeAction

LearnmoreabouttheCCD’srecruitingpolicies:bu.edu/careers/for-employers/policies/

NACE PRINCIPLES FOR PROFESSIONAL PRACTICE FOR EMPLOYMENT PROFESSIONALSBUadherestoNACE’sPrinciplesforProfessionalPracticeandrequiresthatallindividualswhoparticipateinrecruitingactivitiesabidebythesestandards.Theprinciplesforemploymentprofessionalsaddresstopicssuchasmakingoffers,servingalcohol,equalopportunityandaffirmativeaction,recruitmentactivitiesthroughstudentassociationsoracademicdepartments,andmore.

Foradditionalinformation,pleaseseeourwebsite:bu.edu/careers/for-employers/policies/

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ADDITIONAL BU CAREER CENTERS InadditiontotheCCD,severaloftheUniversity’sschoolsandcollegeshaveacareercentertailoredtotheirstudentpopulations.StudentsintheseschoolsandcollegesarewelcometousetheCCDaswellastheirowncareeroffice.

ViewafulllistofadditionalBUcareercenters:bu.edu/careers/additional-boston-university-career-centers/

BU INTERNATIONAL STUDENTS & SCHOLARS OFFICE (ISSO) Youshouldconsultyourlegalcounseland/ortheBUInternationalStudents&ScholarsOffice(ISSO)ifyouhaveanyquestionsorconcernsregardingtherecruitmentofinternationalstudents.

LearnmoreaboutISSO:bu.edu/isso

PROFESSIONAL ASSOCIATIONS FOR INTERNSHIPSNational,memberorganizationscanofferadditionalassistanceforbuildingarobustinternshipprogram.Belowareafewthatwerecommend.

COOPERATIVE EDUCATION AND INTERNSHIP ASSOCIATION (CEIA)CEIAprovidesprofessionaldevelopmentandresourcestopractitionersinthefieldsofcooperativeeducationandinternshipprogrammanagement.

• Phone: 513-793-2342• Web: ceiainc.org

NATIONAL ASSOCIATION OF COLLEGES AND EMPLOYERS (NACE)NACEisaleadingsourceofinformationrelatedtothecareerdevelopment,recruitment,andhiringofcollegestudents.

• Phone: 800-544-5272• Web: naceweb.org

NATIONAL SOCIETY FOR EXPERIENTIAL EDUCATION (NSEE)NSEEisanonprofitmembershipassociationofeducators,businesses,andcommunityleaders.NSEEalsoservesasanationalresourcecenterforthedevelopmentandimprovementofexperientialeducationprogramsnationwide.

• Phone: 856-423-3427 • Web: nsee.org

SOURCES

Messiah College http://www.messiah.edu/crif/documents/StartingAnInternshipProgram-7thEdition.pdf

University of Connecticut http://career.uconn.edu/

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APPENDIX I: SAMPLE POSITION DESCRIPTION

Belowisasampleinternshippositiondescription,followingtheguidlinesandtipsoutlinedabove.

ORGANIZATION OVERVIEW YouLearnisanonprofitorganizationthatprovideschildrenandadolescentsinBoston,MAwithafter-schooltutoring,mentoring,andrecreationalprograms.YouLearnstrivestocontributepositivelytotheintellectualandsocialdevelopmentofstudents.Wewanttobeavaluableresourceandpartnerforcommunitymembers.YouLearnwasrecognizedasoneoffivenonprofitorganizationstowatchintheupcomingyearbyTrends Magazine.

SPECIAL EVENTS INTERN TheSpecialEventsInternwillgaineventplanningexperienceatagrowingnonprofitorganization.Theinternwillbeexposedtoallaspectsoftheday-to-dayoperationsatYouLearn.TheinternwillbesupervisedbytheCommunityRelationsandEventsManager.TheinternshipwilltakeplaceatourBostonoffice,whichisaccessiblebypublictransportation.Theinternwillwork20hoursperweekduringthesummer.

RESPONSIBILITIES Theintern’sresponsibilitieswillincludethefollowing:

• Coordinatebiweeklysocialprogramsformentorsandmentees• Helpplanourannualcommunityeventandopenhouse;tasksincludecommunicationwithvarious

stakeholders(e.g.,students,parents,mentors,communitymembers)andcreationofprintedmaterials• Drafteventpromotionplan• DevelopandhonecommunicationskillsinworkingwithYouLearnstaffandvariousstakeholders

SKILLS AND QUALIFICATIONS • Abilitytomaintainahighlevelofaccuracyinwork;attentiontodetail• Strongcommunicator(bothoralandwritten)withapositiveattitude• Organizedindividualwhoisabletomanagebothshort-termandlong-termprojects• ProficiencyinMSWord,Excel,andPowerPoint• Interestineventplanning

COMPENSATIONTheSpecialEventsInternisapaidposition.Theinternwillalsohaveopportunitiesforprofessionaldevelopment,suchaslunchwithYouLearnleadership.

APPLICATION PROCESSToapply,pleaseuploadyourresumeandacoverlettertoBUCareerLinkdetailingyourinterestinYouLearnandrelevantskills/experienceandapplythroughthesystembyApril3,2015.

Formoreinformation,pleasevisitwww.youlearn.org.

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APPENDIX II: SAMPLE LEARNING AGREEMENT

Belowisasamplelearningagreementthatyoucanusewithyourinternoncehe/sheisonboard.Usethislearningagreementtosetgoalsandtoevaluatetheintern’sperformanceinreachingthoselearninggoals.

This agreement represents a joint effort between the intern and the internship supervisor to ensure a quality experiential learning opportunity.

STUDENT INFORMATION

Name

College/University ClassYear

Major(s)

Minor(s)

Email Mobile#

INTERNSHIP INFORMATION

Organization

Address

City State ZipCode Country

InternshipTitle

Department

StartDate CompletionDate

SupervisorName

Title

Email Telephone#

BriefDescriptionoftheIntern’sDutiesandResponsibilities

Learning Agreement

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GOALSWhatarethegoalsoftheinternship?Whatisthesupervisor’sgoalinhavinganintern?Whatistheintern’sgoalincompletingtheinternship?

OBJECTIVESWhatdoestheinternplantolearn?Whatskillsorknowledgeareasistheinternlookingtoimprove?Whatskillsorknowledgeareaswouldthesupervisorliketheinterntodevelop?Whatdoestheinternexpecttolearnduringtheinternshipintermsoftechnicaltraining,professional-skillstraining,andpersonaldevelopmentthatwillhelphim/herachievehis/hershort-,mid-andlong-termgoals?Pleaseidentify3–4specificskillstheinternhopestogain.Theobjectivesshouldbespecificandmeasurableandcanbeacademic,professional,orpersonal.

ACTION PLAN Howdoestheinternplantoachievetheobjectivesidentifiedabove?Whatactionsorprojectswilltheinternundertaketoachievethesegoals?Whatresourceswilltheinternneedandwhocanhelp?

CORE COMPETENCIES & SKILLS TO BE EVALUATED BY THE INTERNSHIP SUPERVISOR

• Writing(learnedorappliedwritingskillsinaworksetting)• SocialInteraction(workedcooperativelyandeffectivelywithothers)• OralCommunication(deliveredpresentationsand/orexpressedideasingroupsettings)• Research(developedresearchand/orinformationretrievalskillsandgainedknowledgeofinformationsources)• Quantitative(processeddataorideasanddrewconclusionsbasedontheinformation)• ProblemSolving(defined,analyzed,andsuggestedsolutionstoproblems)• EthicalImpact(gainedexposuretothecomplexityofethicaldecisionsintheworkplace)

SIGNATURESThisdocumentestablishesanagreementbetweentheinternandtheinternshipsupervisorforthedurationofthetimeindicated.

Theinternagreestofulfillthedutiesandresponsibilitiesasoutlinedbythesupervisor.

Theinternshipsupervisoragreestoprovidetheinternwithtraining,supervision,andevaluationnecessaryforrelevantexperientiallearning.Yoursignaturebelowsignifiesyourunderstandingof—andcompliancewith—theseresponsibilities.

InternSignature Date

InternName(printed)

SupervisorSignature Date

SupervisorName(printed)

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APPENDIX III: SAMPLE REFERENCE LETTER Belowisasamplereferenceletter.Westronglyrecommendthatsupervisorsactasreferencesforinternsuponcompletionoftheirinternship(iftheirworkwassatisfactory).

March9,2015 Ms.SusanSmith HumanResourceDirector GreatAds 6262AnywhereStreet Somewhere,MA07665

DearMs.Smith:

IhadthepleasureofworkingdirectlywithThomasThompsonduringhistimeasaMarketing&CommunicationsInternatEastArbor.Thomaswasprimarilyresponsiblefordraftingsocialmediacontent,brainstormingpotentialsocialcampaigns,monitoringconversationonsocialchannels,andanalyzingdatatoinformfutureefforts.Thomasperformedhisresponsibilitieswiththeutmostcompetence.

Thomas’sstrongverbalandwrittencommunicationsskillsallowedhimtorelayinformationinaclearandcoherentmanner.Heestablishedgoodrelationshipswithhiscolleaguesanddevelopedstronginterpersonalskillsthatwereunanimouslypraisedbycolleagues.

Thomastookadvantageofprofessionaldevelopmentopportunities,whichfurtheredhisunderstandingofandinterestintheindustry.ThomasdisplayedhisabilitytoapplywhathelearnedinhiscoursesbycreatingsocialmediacontentthatalignedwithEastArbor’ssocialmediastrategy.

Heclearlyhastheinterestandabilitytoexcelinthisfield.Therefore,Ihighlyrecommendhimwithoutreservation.IfyouneedanyfurtherinformationaboutThomas,pleasedonothesitatetocontactme.

Sincerely,

EmilyGotepils DirectorofRecruiting EastArbor 721WestAnywhereStreet NewYork,NY10021 [email protected] 212-580-5888

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APPENDIX IV: SAMPLE EVALUATION

Belowisasampleevaluationthattheinternshipsupervisorcanuseattheconclusionoftheinternship.

INTERNSHIP

Semester(circleone) Fall Spring Summer Year

Intern

Organization

Supervisor

Please evaluate the intern’s performance, level of professionalism, and the development of knowledge and skills during the internship experience. Supervisors are asked to share this evaluation with the intern.

SECTION 1: ATTRIBUTES & PERSONAL CHARACTERISTICSExceeded

ExpectationsMet

ExpectationsBelow

ExpectationsDependability � � �AbilityToLearn � � �AttitudeRegardingInternshipWork � � �LevelofProfessionalism � � �QuantityofWork � � �InterpersonalRelationships � � �AbilityToTakeDirection � � �Judgment � � �

Regular InconsistentAttendance � �

ConsistentlyProfessional

NeedsImprovement

Appearance � �

Comments

Supervisor Evaluation of Intern

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SECTION 2: CORE COMPETENCIES & SKILLSExceeded

ExpectationsMet

ExpectationsBelow

ExpectationsNot

ApplicableWritingLearned or applied writing skills in a work setting � � � �SocialInteractionWorked cooperatively and effectively with others � � � �OralCommunicationDelivered presentations and/or expressed ideas in group settings

� � � �

ResearchDeveloped research and/or information retrieval skills and gained knowledge of information sources

� � � �

QuantitativeProcessed data or ideas and drew conclusions based on the information

� � � �

ProblemSolvingDefined, analyzed, and suggested solutions to problems

� � � �

EthicalImpactGained an understanding of ethical implications in the workplace

� � � �

Yes NoThisreporthasbeendiscussedwiththestudent. � �

Comments

SupervisorSignature Date

InternSignature Date

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