In this column we explore how to design effective mentoring to support intern programmes.
Lis Merrick reports

The internship market is changing. Entry-level jobs have been turned by some employers into internships with no paid holiday or benefits and are sometimes totally unpaid as well. In some fields, unpaid internships can turn into paid internships.

Ambitious, young undergraduates or graduates will vie for those few internships. As a mother of three ‘20-somethings’, I’ve seen how internships work and have helped employers develop relevant mentoring support for their intern programmes.

However, internships bring a number of challenges. I’ve witnessed the following up close:

  • Boredom – not enough real work to do and under-utilised
  • Overwork – too much to do. Assigned all the dull repetitive work or over-challenged by the level and volume of work
  • Manager not understanding this is new to the intern – they need better briefing
  • Being afraid to ask questions – either for fear of bothering people or looking stupid
  • Not getting feedback on what they are doing – leading to loss of confidence and motivation
  • Competitive interns trying to get the same job or the best reference
  • Getting up for work – after university life, it can be a real shock to the system!

 

How can mentoring help?

Research has shown that employees hired through internships tend to be more loyal to their employers.* The latter should therefore create good internships, paid or not, offering interns a realistic experience of working life. Interns want to learn and feel positive about going into full-time employment, and the organisation would like to be viewed positively afterwards.

Your checklist

  • Support the intern’s induction – be a catalyst for them to understand the culture, expectations, structure and ways of working
  • Answer the intern’s questions – signpost them to others who can give further help
  • Give honest and impartial feedback
  • Boost the intern’s confidence – provide a safe, confidential space to talk about their concerns.

Design template

Do follow usual good practice in mentoring design. In addition:

  • Always train your mentors so they understand how to behave – and support appropriately
  • Interns need to understand the purpose and expectations of the mentoring
  • The intern may need more regular meetings or access to the mentor between sessions
  • The mentor should organise the meetings, in case the intern isn’t confident enough to ask
  • Ensure intern and mentor meet in the first week – it makes the intern feel very welcome
  • Encourage ‘agreement setting’, but keep it straightforward. A simple form may be needed, depending on the programme
  • Include a mentor even if this is a ‘one-off’ internship – a lone intern needs support too
  • Choose mentors with enthusiasm for the organisation – it will draw in new recruits.

 

Assigning a mentor will ensure both intern and organisation get the most out of the relationship. It means their supervisor will have additional help and that interns who may not be having a good experience are supported to improve or change their internship.

  • Next issue: How mentor education differs from coach education in organisational programmes

* National Association of Colleges and Employers   ‘Experiential Education Survey’ 2009

  • Lis Merrick is a consultant specialising in mentoring programme design and development. She welcomes correspondence on anything to do with mentoring. Contact: Lismerrick@coach mentoring.co.uk