InternshipEmployer Guide A toolkit for employers WHAT IS AN INTERNSHIP?

“An internship is a form of experiential learning that integrates knowledge and theory learned in the classroom with practical application and skills development in a professional setting. Internships give students the opportunity to gain valuable applied experience and make connections in professional fields; and give employers the opportunity to guide and evaluate talent.” National Association of Colleges and Employers (NACE)

Historically, full-time, entry-level hires converted from an employer’s own 78.5% vs. 67.5% internship program are At the one-year full-time employment more likely to persist with mark, hires converted from an employer’s the employing organization own internship program outpace their than their counterparts who inexperienced counterparts have no experience or who gained it through another National Association of Colleges and Employers organization’s program. (NACE)

Internships are one-time hands-on work or service experiences: • Related to the student intern’s major or career goal • Paid or unpaid • Student may or may not receive academic credit • Involves work in a professional setting • Supervision provided by practicing professionals in the field • Guided by predetermined learning outcomes, which the intern engages in and reflects upon throughout the duration of the experience.

INTERNSHIP TYPES: INTERNS PROVIDE: • Apprenticeship • Fresh ideas on problems facing the • Clinical organization • Cooperative Education (Co-Op) • Assistance with projects or tasks that need completing • Fellowship • Insight on new approaches and • Field Work business solutions • Practicum • Feedback on your products and • Research Assistant services from young consumers • Service Learning • Ability to screen and work with • Student Teaching potential entry-level employees, prior to making a full-time • Volunteer employment commitment

2 INTERNSHIP LENGTHS: INTERNSHIP OUTCOMES: • Typically, internships last 10-12 • Increased brand visibility and weeks and run on the same timeline product knowledge for your as academic semesters: organization at FSU - Fall (Late August - Early • A training program and talent December) pipeline for future full-time - Spring (Early January - Late April) professionals within your organization - Summer (Mid-May - Early August) • Management experience and • Internship employers typically leadership skills growth for your recognize University Holidays, entry-level employees Breaks and Closures, allowing the Student Intern to put studies first • Showcase long-term career opportunities within both your organization and your industry

INTERNSHIP COMPENSATION

Interns are typically paid more than minimum wage $17.69 workers in your State. Current average hourly wage for interns The chart below illustrates at the bachelor’s degree level salary data compiled from internship postings through National Association of Colleges and Employers the FSU Career Center’s (NACE) Handshake system.

3 UNPAID INTERNSHIPS

INTERNSHIP PROGRAMS For an unpaid internship program to meet regulations, interns must be UNDER THE FAIR LABOR gaining experience directly correlated STANDARDS ACT their major or academic coursework and provide ongoing professional U.S. Department of Labor Fact Sheet #71 development and mentorship.

Learn more: http://bit.ly/DoLFactSheet71

Background 4. The extent to which the internship The FLSA requires “for-profit” employers accommodates the intern’s academic to pay employees for their work. commitments by corresponding to Interns and students, however, may the academic calendar. not be “employees” under the FLSA—in 5. The extent to which the internship’s which case the FLSA does not require duration is limited to the period in compensation for their work. which the internship provides the intern with beneficial learning. The Test for Unpaid Interns and 6. The extent to which the intern’s work Students complements, rather than displaces, Courts have used the “primary beneficiary the work of paid employees while test” to determine whether an intern or providing significant educational student is, in fact, an employee under the benefits to the intern. FLSA.2 In short, this test allows courts 7. The extent to which the intern and to examine the “economic reality” of the the employer understand that the intern-employer relationship to determine internship is conducted without which party is the “primary beneficiary” of entitlement to a paid job at the the relationship. Courts have identified the conclusion of the internship. following seven factors as part of the test: Organizations that choose to provide 1. The extent to which the intern and unpaid interns typically provide the employer clearly understand alternative forms of compensation, that there is no expectation of such as: compensation. Any promise of compensation, express or implied, • A monthly, semester or project- based stipend suggests that the intern is an employee—and vice versa. • Provided housing or a housing 2. The extent to which the internship allowance provides training that would be • Meal provision or reimbursement similar to that which would be given • Parking/transportation in an educational environment, reimbursement including the clinical and other hands- • Sponsored membership to on training provided by educational a professional development institutions. organization 3. The extent to which the internship is • Attendance at local, regional or tied to the intern’s formal education national professional development program by integrated coursework or trainings or conferences the receipt of academic credit. • Academic scholarships

4 INTERNSHIPS & ACADEMIC CREDIT FSU supports the fact that academic credit is not the same as compensation.

Enrolling in an academic course during an internship means the student will be paying tuition. For 2016-2017, the in-state charge per credit hour is $215.55 + fees. A typical three-credit course is $646.65 + fees. Florida State University Registrar

Students do not have to be receiving Organizations hiring interns should design academic credit from FSU in order to their internship program around their own engage in an internship. needs, not academic course requirements. Stipulations and guidelines impacting In recruiting for your internship program, financial compensation policies and you can emphasize your organization’s preventing students from being paid for willingness to complete any needed their work if they are receiving college forms to facilitate a student earning credit are discriminatory. academic credit, such as including a statement in your internship position At FSU, academic credit is always at the description: discretion of the Academic Department/ Program (e.g. Political Science Department Can I use this internship/co-op for or Professional Sales Program) or College/ academic course credit at FSU? School (e.g. College of Business or School Contact your major’s internship of Hospitality). coordinator to get the appropriate Not all majors at FSU offer an academic paperwork. If our internship fits your internship course. If they do: academic program’s requirements, • Eligibility requirements for academic we’re happy to work with you to fulfill internship courses can vary requirements and complete paperwork, depending on year in school, degree when possible. level and major. Alternatives to Academic Credit • Most for-credit academic internship While the FSU Career Center does not courses are limited to upper level grant academic credit for internships, we students. do offer two ways FSU students can elect After a student secures an internship, the to earn recognition from FSU for their responsibility lies with the student, not the completion of an internship: employer, to explore the potential to earn • Experiential Certificate Program academic course credit. career.fsu.edu/ECP As Universities grant academic • Experiential Recognition Program credit, an organization should career.fsu.edu/ERP avoid promising that their Both programs facilitate students’ internship will qualify for professional development and growth through goal-setting, reflection, and self- academic credit. evaluation. 5 BEFORE YOU LAUNCH AN INTERNSHIP PROGRAM

72.7% The average full-time job offer rate to interns is the highest it has been since the peak of the pre-recession market. National Association of Colleges and Employers (NACE)

Converting students who have taken part ASSESS YOUR in your internship program into full-time employees is a primary goal for most ORGANIZATIONAL organizations. READINESS: As you think about hosting an intern, Does your organization have both the it is important to make sure your time and resources needed to develop organization is ready. and mentor an intern throughout the entire experience? Hosting a successful intern requires: Is there a physical space for the intern • Time – someone to train, supervise to complete work equipped with the and mentor necessary technology? • Physical/financial resources – work Can you develop a clear plan of how space, computer/internet access, the intern can effectively contribute to telephone/voicemail, etc. your goals? The best-laid plans actually do make for Do you have a supervisor with some the best internships – and create the degree of expertise in the area in which most value for both the employer and the the intern will be working? intern. So, it is worth the extra work in Who will be responsible for planning the beginning: and executing your intern’s on- boarding and off boarding process? ASSESS YOUR Does your organization have the ORGANIZATIONAL NEED: supervision structure to ensure the intern is meeting organization Are there back-burner projects that standards? you would like to see completed? Is there a big project or peak season when your organization needs extra help? Overall, employers begin Do you have a specific employee that would benefit from extra short-term recruiting interns eight assistance? months before their start Do you have any preexisting resources date. or programs that need an update? Do you have a great idea that your organization needs help launching? 6 DEVELOPING A COMPELLING POSITION DESCRIPTION

Your internship position description is 2. What will the Intern gain from often the first impression a student has choosing your opportunity? of your organization! Provide a description of what the intern Well-developed internship position will learn from this opportunity. descriptions always garner the most Example: “Experience will be gained in interest and applications from student event planning, volunteer management, candidates. B2C communications, community When crafting your position description, grassroots marketing, and vendor we recommend including the following: management.” 1. Why should a student choose your Brag on the Supervisor – students want internship opportunity? to know who will mentor them! Incorporate a compelling (short) Example: “The intern will work under description of your organization. a supervisor, with the opportunity FSU students may not be familiar with for mentorship, that has 20+ years your organization, so adding details of experience running multimodal builds interest and excitement about communication strategies for Fortune your mission and community impact. 500, large non-profits and lobbying organizations.” Example: “Our solutions allow our clients to increase productivity and Provide a description of any professional profits. We’re no strangers to the IT development opportunities available to industry; we’ve been in business for 30+ students. ye a r s .” Example: “Perks of working with our Lead with a concise overall statement office includes networking with a world- describing the internship opportunity. class team, attending meetings with high level leadership, your own office, Example: “The Event Management and an occasional ice cream or coffee Intern will work directly with the Event outing (maybe even lunch!). And, we Planner to plan and execute a flawless have an on-site fitness center.” annual conference welcoming 5,000 professionals for a weeklong continuing 3. What skills are needed for an Intern education programming.” to succeed in your internship program? Use adjectives that accurately describe the work environment and culture Articulate the specific qualifications and (team-oriented, fast-paced, etc.). skills. Avoid being vague. Example: “We’re a big company that Example: “Excellent quantitative feels like family, with offices across the problem-solving and analytic skills. U.S. and the globe. We take our work Ability to communicate financial and seriously, but we take our play-time economic concepts in both verbal and seriously too. What does that mean? written forms. Self-starter who is cap Holiday decorating contests, company- ale of managing multiple projects and sponsored events, and so much more. meeting deadlines. Experience doing When you become our colleague, you empirical research with large data sets.” join a family of innovators dedicated to making big things happen every day. We put people direct by nurturing a culture that makes it easy to love what we do.” 7 HOW TO RECRUIT INTERNS AT FSU

The first step in recruiting POSTING INTERNSHIP interns from Florida State POSITIONS IN University is to advertise HANDSHAKE your opportunity through 1. Visit career.fsu.edu/handshake Handshake, FSU’s online 2. Click the “Employer Login” button jobs database connecting Have questions? Need support? [email protected] students and employers. or (850) 644-9775 #HIREANOLE The Career Center allows you to tailor FSUshadow Host or ProfessioNole Mentor, your involvement with FSU in a variety serve as an Employer-In-Residence…and of ways. You can attend a career fair, more! Learn about recruiting options at hold interviews on-campus, host career.fsu.edu/employers. an information session, serve as an

MAKING AN INTERNSHIP OFFER Making an internship offer is similar to Some employers attempt to mitigate making a permanent, full-time offer. the effects of market competition Student candidates are often for their top candidates by considering, applying to, requiring students to accept and interviewing for many an offer within a short other internships. time frame. However, this When you feel you practice may lead to have found an ideal candidates continuing candidate, make your their internship search internship offer as and renege on accepting soon as possible. Give an offer if they find a deadline for their final “something better.” To decision, but provide time avoid this situation, we for the Candidate to assess recommend providing the your offer. most amount of information and transparency, without pressure. Extend your formal internship offer in writing, detailing your total professional Once your internship offer has been development and compensation package accepted, remove the posting from any in addition to work performance, dress job boards and have your intern start code and work schedule expectations, completing any hiring paperwork. specifically any required in-office dates.

8 SETTING YOUR INTERN UP FOR SUCCESS

Don’t expect your Intern to arrive knowing all the skills necessary to get the job done – provide initial and ongoing training and support!

Make the intern feel like part of the team.

• Provide the intern with personnel ORIENTATION resources – who can and should Intern orientation should be held on or answer future questions on the before the first day of work. organization structure? In preparation for their arrival, you can Outline Organizational Rules, Policies, make them feel valued by pre-ordering Decorum, and Expectations: any nametags, branded shirts, door • Is there special company or plaques, business cards, etc. industry jargon the intern needs to Before they arrive, set-up their assigned know? work area including telephone, • Reiterate specific work standards computer, internet, voicemail, etc. and and procedures, including dress stocking with office supplies. code and office norms. And remember, this may be your Intern’s • Detail any policies around using first professional experience, so you may technology, printing, or using work need to have a more detailed orientation phones for personal business. than with a full-time hire. Consider including the following: • Explain any security or confidentiality policies. Describe the Organization’s History: • Explain protocol and use of break • Where did it begin? rooms (including refrigerators, • How has the organization changed? microwave, communal coffee pots, What triggered those changes? etc.). • What are the organization’s future • Provide initial (and ongoing) goals? training on mail, telephone, email, Explain the Organizational Structure: etc. systems that will be utilized for work. • Provide a copy of your organizational chart. Explain how • What local, state and/or federal the team/departmental groupings guidelines or law apply to the were created. intern’s work? • Take time to explain the specific • What safety regulations must the reporting structure for the team the intern abide? Intern works on. • How should they order or request needed office supplies. 9 SUPERVISION

If there are any FSU Alumni or recent hires, take time to specifically introduce them or have that employee spend time with the Intern on their first day to create an informal mentor relationship. In the future, your Intern may feel comfortable approaching them with questions they may be too embarrassed to ask their Supervisor!

DEVELOPING LEARNING DETAIL YOUR GOALS: SUPERVISION STYLE & Develop learning goals with your Intern EXPECTATIONS: to identify outcomes and desired • How much access to you does the experiences. Learning goals should be intern have? SMART (specific, measurable, attainable, • What is your preferred realistic, and time-bound). To ensure communication style? time is spent productively, collaborate your Intern in creating these goals. • Is there a procedure you want to Learning goals may relate to: follow for reviewing completed work? Job Skills (“Hard Skills”) • What periodic forms or reports do • Concrete skills the intern hopes to you want the Intern to complete? obtain or build, such as learning • What tasks can be completed to follow or perform appropriate without your approval? procedures, utilize special equipment/technology, and execute specific methods or job- related tasks. PROVIDE ON-GOING Personal/Professional Skills (“Soft FEEDBACK: Skills”) Interns will look to their supervisors for • Less tangible skills and guidance in navigating their transition competencies the intern hopes to to the professional world. Meet with the cultivate, such as self-confidence, intern regularly. working effectively with others, Make sure to reinforce positive attitudes, professional etiquette, networking, and encourage the intern to keep time management, organization, a portfolio of work throughout the and decision- making. experience. Career Field/Industry Knowledge This will help the intern reflect when the • New information regarding the internship has been completed and will company, industry, occupation, or provide a sense of accomplishment and job duties. professional growth.

10 PROVIDE PROFESSIONAL DEVELOPMENT:

• When possible allowing your • Set-up intra-organizational job shadow intern to shadow you and opportunities to provide a full picture other organizational leaders into your organizations. during meetings, presentations, • Schedule informational interviews conference calls, sales pitches, etc. with your peers and mentors to • Take the intern to any local provide a deeper look into career professional development paths and advancement opportunities sessions/trainings or trade shows. in your career field or industry.

EVALUATING THE INTERN

When providing an evaluation to the The Second Evaluation intern, be sure to include feedback on • When: Mid-point of the internship the intern’s timeliness and ability to take • Goal: Assess progress made towards and follow direction. Mention areas that agreed upon learning goals and need growth and development, as well as determine if additional resources are areas in which the intern excelled. necessary to complete assignments. Internships are experiential learning Provide constructive feedback on opportunities designed to enhance areas of professional growth the academic coursework, it is The Final Evaluation recommended that intern evaluations mimic the rhythm of an academic • When: Last week of the internship semester: • Goal: Both Supervisor and Intern can reflect on the experience, celebrate The First Evaluation successes, assess professional • When: 1-3 weeks after orientation, growth as well as discuss onboarding and training is complete constructively areas of improvement • Goal: Ensure everyone’s initial for both the Intern professionally and expectations are being met the Internship Program

11 QUESTIONS? CONTACT: [email protected]

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