Getting Your Ideal Internship

insider guide

GETTING YOUR IDE ID E AL INTERNSH INTERNSHIP IP 6TH edition

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WHERE TO FIND THE BEST OPPORTUNITIES ★ HOW TO TURN AN INTERNSHIP INTO A JOB OFFER

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PROFILES OF REAL INTERNS AT WORK

>> The WetFeet Methodology You hold hold in your hands a copy of the highest-quality research available available for job seekers. We’ve designed the WetFeet Insider Guides to help cut down on the time you spend doing job research by doing some of the work for you. Hopefully we can make your j ob search as painless as possible. Each WetFeet Insider Guide is the product of hundreds of hours of in-depth research, critical analysis, and precise writing. We survey massive amounts of publicly available information and conduct dozens of in-depth interviews of rank-and-file employees who work for the companies and industries we cover. (We keep our company contacts anonymous to encourage candor.) WetFeet writers—experts at reading between the lines—speak with company recruiting staff members to make sure you get accurate information about the recruiting process, compensat compensation, ion, and hiring targets. We also consult countless experts, from career coaches and networking gurus to authorities on professional etiquette and personal branding, in order to provide you insight on the latest trends affecting job seekers. Each Insider Guide undergoes extensive editorial review and fact-checking to ensure that the information and writing live up to our exacting standards. standards. And because WetFeet WetFeet retains all editorial control of our Insider Guides, you can be confident you’re reading the unvarnished truth, not corporate PR. We’re eager to hear about your experiences on the recruiting front, and we welcome your feedback (both positive and negative) about our products and services. Don’t hesitate to c ontact us at

[email protected].

>> The WetFeet Guarantee You’ve got enough on your mind with your job search in full swing. So, if you don’t like this Insider Guide, send it back within 15 days of purchase and we’ll refund your money.

215-546-4900 or or [email protected] Contact us at 215-546-4900

>> The WetFeet Methodology You hold hold in your hands a copy of the highest-quality research available available for job seekers. We’ve designed the WetFeet Insider Guides to help cut down on the time you spend doing job research by doing some of the work for you. Hopefully we can make your j ob search as painless as possible. Each WetFeet Insider Guide is the product of hundreds of hours of in-depth research, critical analysis, and precise writing. We survey massive amounts of publicly available information and conduct dozens of in-depth interviews of rank-and-file employees who work for the companies and industries we cover. (We keep our company contacts anonymous to encourage candor.) WetFeet writers—experts at reading between the lines—speak with company recruiting staff members to make sure you get accurate information about the recruiting process, compensat compensation, ion, and hiring targets. We also consult countless experts, from career coaches and networking gurus to authorities on professional etiquette and personal branding, in order to provide you insight on the latest trends affecting job seekers. Each Insider Guide undergoes extensive editorial review and fact-checking to ensure that the information and writing live up to our exacting standards. standards. And because WetFeet WetFeet retains all editorial control of our Insider Guides, you can be confident you’re reading the unvarnished truth, not corporate PR. We’re eager to hear about your experiences on the recruiting front, and we welcome your feedback (both positive and negative) about our products and services. Don’t hesitate to c ontact us at

[email protected].

>> The WetFeet Guarantee You’ve got enough on your mind with your job search in full swing. So, if you don’t like this Insider Guide, send it back within 15 days of purchase and we’ll refund your money.

215-546-4900 or or [email protected] Contact us at 215-546-4900

INSIDER

GUIDE Getting Your Your Ideal Internship

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Getting Your Ideal Internship

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GETTING YOUR IDEAL INTERNSHIP

6TH Edition ISBN: 978-1-58207-985-1

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Copyright 2012 WetFeet. All rights reserved. This publication is protected by the copyright laws of the United States of America. No copying in any form is permitted. It may not be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, in part or in whole, without the express written permission of WetFeet, Inc. The publisher, author, and any other party involved in creation, production, delivery, or sale of this WetFeet Insider Guide make no warranty, express or implied, about the accuracy or reliability of the information found herein. To the degree you use this guide or other materials referenced herein, you do so at your own risk. The materials contained herein are general in nature and may not apply to particular factual or legal circumstances. Under no circumstances shall the publisher, author, or any other party involved in creation, production or delivery of this guide be liable to you or any other person for damages of any kind arising from access to, or use of, its content. All illustrations by mckibillo

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Getting Your Ideal Internship

CHAPTER

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INTERNSHIPS:

2

3

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THE SEARCH

15 GETTING HIRED

6

Types of

16 The Recruiting

Internships

The Scoop on

17 What Employers

THE BIG PICTURE

2

2

Overview Benefits of Internships

7

Unpaid Internships 3

Process

Want

Why They Want You

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Sources for Internship Leads

18 Timeline: Landing

an Internship

10 Identifying Your

19 Getting Your

Ideal Internship

Act Together

11 Internships Abroad

19 Interviewing 101

13 Timing the Search

Getting Your Ideal Internship th

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23 NAVIGATING

35 REAL INTERN

43 FOR YOUR

YOUR INTERNSHIP

24 Hitting the

PROFILES

36 Architecture Intern

Ground Running

REFERENCE

44 Recommended

Resources 36 Magazine Editorial

25 Acting Like a Pro 27 Making the Most

of Your Internship 29 Timeline:

Your Internship

Intern 37 MBA Intern with a

Software Startup 38 MBA Brand

Management Intern 39 Advertising Intern 40 IT Intern 40 Intern for a

Consumer Appliance Manufacturer

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Internships: The Big Picture

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Overview....................................... 2 Benefits of Internships ..................2 Why Tey Want You ..................... 3

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Getting Your Ideal Internship E R : U S T P I 1 C I H P R S E G I T N B P R A E E T H H N C I T

H 2 C R R E A T E P S A E H H C T

D E R I 3 H R E G T N I P T A T E H C G

P I H S N G R 4 N I E T R T E A N T I G P I R A V U A H O C N Y

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5 E C R R N E U E O T R P Y E A R F E H O C F R

OVERVIEW › AN INERNSHIP CAN be one of the most effec-

BENEFITS OF INTERNSHIPS

tive tools for success in the business world—a vehicle to take you from where you are to where you want to › HE EXPERIENCE YOU add to your resume as go. Tis is true whether you’re an undergrad taking the the result of a well-chosen internship will give you an first steps in exploring your options, a gra duate student advantage over your peers. Internships are a means with a clear idea of your career goals, or even an experi- of inside access; they connect you to the networks of enced professional aiming to change careers. people who influence hiring. Getting an internship is Internships give you new skills, provide memorable not a guarantee of a full-time position, but it certainly experiences and measurable accomplishments, and let increases your chances. And in some industries—for you make valuable professional connections. instance, finance and accounting—companies hire But be aware: Generally speaking, getting an almost exclusively out of internship programs. internship is not a way to make a living. Many interns aren’t paid. Te idea is that the chance to beef up your > TIP resume while doing valuable work in a real-world setBy the time they graduate from college, many ting should be its own reward. Still, compensation of your peers have already taken advantage policies will vary by industry, with the more glamorof internships to develop their careers—and you’ll be competing against them for jobs. ous industries paying the least, if anything. If you’re aiming for an internship in entertainment, sports, advertising, or journalism, expect to work for free. SKILL BUILDING Also, take into account your level of experience. Te Even if your internship doesn’t result in a job at the wider the gap in experience between you and a true company, it will still help you build marketable skills. industry professional, the more willing you should be Te fieldwork is a chance to hone your communication to work without pay. It’s possible to start for free, then skills, learn how to work as part of a team, take ownerrequest a review along the road to evaluate whether ship of projects, and figure out how to take initiative. you should be paid. Some internships may qualify as independent study, gaining you academic credits. INDUSTRY EXPOSURE Te availability of internships is less affected by Te knowledge you’ll acquire in an internship will fluctuations in the economy than you might think. be firsthand. Sure, you can find out about industry Tere’s good business sense (some might even say trends, key players, and company performance on the cynicism) behind this: When a rough economy forces Internet. But that can’t compare to what you’ll learn a company to cut back on its full-time employees, working alongside the pros. Why was Product X introinterns can sometimes fill the gap. Te internship is a duced? Why did they change the marketing strategy short commitment, and doesn’t affect the company’s for Service Y? Of all the competitors a company has, headcount. Also, some industries simply don’t have which is the one that poses the biggest threat? As the funds to function without interns. an intern, you’ll gain insights you couldn’t possibly obtain by research alone. INSIDER SCOOP “Our internship program is a key tool for identifying our future consultants.”

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NETWORKING, MENTORING, AND REFERENCES

says one senior marketing director. “We get to see how they perform on the job for 10 to 12 weeks doing real How many times have you heard, “It’s who you know”? work. It’s the surest way of finding out if there’s a good Your supervisors, coworkers, and fellow interns likely fit between us and the student.” all have connections to the hidden job market. Ask thoughtful questions and reveal your interests. INSIDER SCOOP Establish a positive relationship with your supervisor, “We like to hire people who’ve already worked at and ensure you receive evaluations during and at the the company. It’s a matter of ‘try before you buy.’” end of your tenure. Even if your ties to the organization don’t guarantee a full-time job, they can be a valuable source of recommendations or references for your Employers sometimes use interns to test the supernext career move. visory skills of management candidates within the company. Coaching, mentoring, training, and delegating are all interpersonal managerial skills employees ACADEMIC CREDIT Many schools offer academic credit for approved need to develop to gain promotions. Some companies internships in your area of study. Generally, to receive even ask interns if their supervisors are doing a good credit, you must get prior approval. Check with your job in training them. academic advisers about credit requirements. Eligibility may depend on such factors as the duration of the internship, the nature of the projects, supervision, and evaluations. > TIP While you’re gleaning inside information about the nature of the work, future projects, and areas of growth, you’re also letting your colleagues see firsthand the quality of your work and your enthusiasm. The contacts you make may help you land a permanent position.

› INERNS PERFORM REAL work for companies. Tey can provide useful extra hands on special projects. Moreover, an internship program can help a company build goodwill in the business and educational communities. And for corporations, the real value of internships comes as an extension of the recruiting process. “Internships provide us the best opportunity to make full-time hiring decisions regarding students,”

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WHY THEY WANT YOU

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The Search


ypes of Internships ...................... 6 Te Scoop on Unpaid Internships ....................... 7 Sources for Internship Leads ......... 9 Identifying Your Ideal Internship........................... 10 Internships Abroad.......................11 iming the Search ....................... 13

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TYPES OF INTERNSHIPS

ties outside the school’s purview, corporations will often design co-ops in partnership with universities and will be considered part of the educational experience. › HIS GUIDE USES the term internship to cover any Co-ops are usually paid. experiential learning opportunity: a position, paid or echnology employers, such as engineering and unpaid, developed for people who are in a school pro- computer/I companies, are the most likely to have gram (undergraduate or postgraduate), have recently co-op programs. Career centers for engineering and left college, or who have professional experience but are computer science are especially familiar with these aiming to change careers. programs. Longer-term co-ops generally involve the student more fully in meaningful projects. Much like an apprenticeship in many trades, a co-op position can SUMMER INTERNSHIPS Tis is the most common type of internship, bring- serve as an employer’s way of screening and training ing students on board during their summer vacations. future professionals. Some companies may hire interns for a quarter or a semester during the school year. Tese positions are > TIP labeled according to the academic period involved, such Develop a solid command of the industry and as fall intern or winter quarter intern. the employer to demonstrate your knowl-

SUMMER ASSOCIATE PROGRAM If you have an internship in the legal, banking, or strategy consulting fields, particularly if you’re in law school or getting an MBA, you’re likely to have the title summer associate . Tese firms, even more than other employers, look for new full-time associates from within the ranks of their interns. Te title itself is something of a marketing tool used to attract candidates, implying that summer associate is the step before associate . In some MBA disciplines, you can’t get a diploma without having served as a summer associate between your first and second years. In the banking industry, the title summer associate has supplanted junior associate in corporate publications and recruiting materials. However, the latter title is still used in the everyday language of partners and executives. In law firms, a summer associate is typically a student between the second and third year of law school.

COOPERATIVE EDUCATION (CO-OP) A co-op is an employer-sponsored work program that generally lasts longer than a summer or a term. Although internships are usually independent activi-

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edge and your desire to work with your target companies.

OTHER ROUTES TO EXPERIENTIAL EDUCATION Temping If used shrewdly by a student, temporary agencies can become a sort of paid internship. General temp agencies typically offer standard office work, but specialized staffing agencies fulfill requests for temporary and permanent staff in particular fields. A number of national as well as smaller regional staffing firms include specialized divisions such as management/consulting, accounting/finance, legal, technology, and creative/ marketing. If no specialized staffing agency serves your area, you can go with a general temp agency and request particular placements, such as with biotech companies or PR firms. Te agency may see you as picky, but try to make it worth its while by developing an in-demand skill— expertise in website production, as an example—for which it has a hard time fulfilling orders.



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Making Your Own Internship

THE SCOOP ON UNPAID INTERNSHIPS

What if the organization you’re targeting doesn’t have an internship program? You can still try to work there by pitching a project of your own devising. Tis is an especially good tactic with smaller companies and startups. Tey’re likely to have the flexibility to be open to › WORKING FOR FREE may sound like a raw deal. your project ideas. Research the company; find ways its Te unfortunate reality is that many internships come activities dovetail with your own interests and career with no paycheck attached, and that may leave you feelgoals. Find someone in the department where you’d like ing a bit exploited. Volunteering at a nonprofit is one to work. Discuss some of your own strengths as a way thing, but being taken advantage of by a moneymaking of kick-starting ideas. You could find a way of helping enterprise is quite another. Although there’s no denythe company while furthering your professional goals. ing the financial difficulty presented by a summer or Some companies do have formal programs at national semester of unpaid work, in many cases the internship or regional headquarters—but that doesn’t mean you will provide a value that goes well beyond dollars and can’t target a branch office for project work. If these com- cents. Te experience may be its own reward. So could panies try to redirect you to their conventional recruit- the ability to add an elite name to your resume and the ing pipelines, emphasize you want to create a unique opportunity to rub elbows with industry power players. experience and you’d prefer to take less compensation in Before you talk yourself out of an unpaid internship, return for having more control over your work. consider the following: Fear: I’d be better off making money at a regular summer

SELF-MADE INTERNSHIPS

job.

• Chris, a student at the University of Texas at Austin, contacted an alumnus who had just taken a job in Nike’s children’s apparel division. Chris had done some research on this market and analyzed key competitors. He shared his perceptions with the alumnus, who was impressed with his initiative and insight. The alumnus talked Chris up with his colleagues and helped him land a summer internship.

Reality: Internships are a perfect way to test-drive a job or industry before graduation. Love writing for your university’s newspaper, but wonder whether a professional newsroom is the place for you? An internship provides a glimpse of what it’s like to work in the industry. Whether you end up loving or hating it, what you learn from the experience will shape your post-college job search.

• Michael contacted Capital Sports & Entertainment (CSE), the agency that represents Lance Armstrong. He proposed a number of ideas that could help the firm generate revenue. His enthusiasm and follow-through led to a summer internship, and CSE was so impressed with his work that it kept him as a part-time employee during his final year in school. After graduation, CSE asked him to join the firm full time.

Fear: I’m going to end up stuffing envelopes and fetching






lattes every day. Reality: Ultimately, it’s not the tasks that count; it’s whom you’re doing them for. Connections are currency. Even gofer work can create a positive impression on people who will be in a position to hire you down the road. By answering calls or running errands for a VP, you’ll be meeting the people they meet. Make sure to





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take advantage of your insider status—don’t be afraid to offer to buy a cup of coffee for senior employees. Fear: Tey’ll take advantage of my hunger for experience.



Reality: Not if you’ve done your research beforehand. Identify the companies you hope to work for, then research each one. Does a company have a good reputation within the community? Does its website explain the internship in any detail? ry to contact the person in charge of the internship program to ask about the structure of the program and the types of activities you’ll do. Visit your school’s career services office—it might be able to help you connect with students or alums who’ve interned at the same place. Te more you know about the internship, the better you’ll be able to gauge what lies ahead. Fear: Without a paycheck, I won’t have anything to show

for the time I spent there. P I H S N G R 4 N I E T R T E A N T I G P I R A V U A H O C N Y


Reality: If you’re doing an internship for academic credit, your school will play a role in ensuring your tasks will meet clear requirements for learning and enrichment. However, if you’re setting up an internship on your own, be sure to ask probing questions in your interview about the sorts of tasks you’ll be given, the projects you’ll be expected to complete, and whom you’ll report to. Find out if you’ll have the chance to spearhead an idea of your own and have the ability to walk away from the experience with a tangible product that represents your work.

Find out if you’ll have the chance to spearhead an idea of your own and have the ability to walk away from the experience with a tangible product that represents your work. Fear: Tey’ll stick me in a broom closet and forget

about me. Reality: In many cases, the reason a company will engage interns is that there’s real work to be done. If you can’t be sure this is the case, lay the groundwork for a productive internship from the get-go. An educational plan is a must, because it will set the benchmark for the skills and enrichment you want to acquire. In addition to those goals, arrange for weekly feedback sessions with your manager—as little as 20 minutes a week will do. Tese sessions will help you gauge where you need to develop professionally, make sure you’re workload is appropriate, and allow you to seek out new, interesting projects.

INSIDER SCOOP “You’re just as responsible for ensuring that the internship is mutually beneficial as the employer is.”


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SOURCES FOR INTERNSHIP LEADS PERSONAL RESOURCES Your friends, family Your family,, and school contacts might have ideas and connections that can help you identify and land that ideal internship:

Internet Job and career websites and company websites all have searchable databases. A job-posting site could offer hidden gems—along with plenty of duds.

Trade Publications Tese often list internship programs, with contact information and descriptive summaries.

Family More solid opportunities come from contacts made through family members than any other source.

Friends Use them well, and find out if their families have connections.

Professional Conferences Most have student rates; some let you attend for free in exchange for one day of volunteering. Also, most conferences have student receptions. Attend them to net work with peers and working professionals. professionals.

Company Websites Professors reat any contact that comes from a professor like gold. He might have spent years cultivating it.

Career Centers Tey have vast usable contacts and opportunities. Keep in mind, though, it’s a career center’s job to help you get a position, not to get it it for you.

Alumni Te alumni office and its website will usually provide the means to search for alumni in your targeted industry.

Many students overlook the career section of a company’s website in favor of the big job-posting sites. However, many company sites let you apply online. Even better, better, get the name of a recruiter at the company from your career center and personally follow up on your online application.

Professional Associations If there’s a career you’re interested in, there’s a professional, dues-paying association for it. Most have student rates. Contact the association to learn about internship opportunities. Local chapter meetings may present opportunities to find out who’s hiring.

GENERAL RESOURCES A wealth of internship-relate internship-related d information is available News from the following sources: Who’s hot and who’s who’s not? Keeping up on the news can give you the inside scoop on why you should call a target company, and it can help you propose a study on Job Fairs Tese offer opportunities to speak directly with com- industry trends. pany representatives about current or future opportunities. It helps to have a resume and a focused message to make the most of the recruiter’s recruiter’s time. Check out the WetFeet W etFeet guide, Conquering the Career Fair , for more information.









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IDENTIFYING YOUR IDEAL INTERNSHIP

person in you chosen field and cultivate the relationship. A mentor, wise to the ways of the world and the workplace, can can help you realize realize your goals. She will have › HERE ARE SEVERAL options for identifying ideas about which companies will make good targets for and securing internships. Whether you’re interviewing your internship search. She also can serve as an example through on-campus recruiting programs or using other of how success is achieved in your industry, set a benchmethods, you are ultimately your own headhunter. mark for the skills you’ll need, and provide insight on Some companies with formal programs may not recruit how to avoid the typical pitfalls. on your campus and others may not even have formal programs, but you should still be looking at these employers. In these cases, the path is similar to the on YOUR HOMEWOR HOMEWORK K ASSIGNMENT ASSIGNMENT campus process, but you must initiate contact. Research is the single most important thing you can do before any interview. With so many resources available—the Internet, career centers, career fairs—there’s no excuse for being uninformed. But the most critical part of your research will be contacting people with experience in the company and

DIG DEEP You would not buy a car without doing research on You it. reat an internship the same way. Unfortunately, there’s no Consumer Reports for internships. Te company’s website will offer a basic outline with a certain amount of hype; you certainly aren’t getting an unbiased opinion. Some assiduous digging can yield results. You might get an idea of what to expect from a review on Glassdoor.com, which provides an inside look at jobs and companies, or a blog post. LinkedIn is a great source for background checks, and so is your school’s alumni database. With a little bit of initiative you can turn these resources into veritable Wikipedias of information about internships. When you target a specific company, use the site’s search function to find some recent interns within your network. When you spot them, send friendly queries about their interning experiences. Did they work on important projects? Did they receive on-the-job mentoring? What was the workplace atmosphere like? If the answers are “no, “no,”” “no,” and “toxic and suffocating,” move on to other employers.

within the field. Talk to alumni who have worked for your prospective employer. Meet with peers who’ve done internships in the same target functional area or industry. They’ll help you pick up the lingo and give you a clear, insightful understanding of the industry and the company itself.

SELF-ASSESSMENT Because internships take many forms, you should ask yourself some hard questions before beginning your search. 1. Your Your objectives: What industry do you want to work in? What kind of role do you see yourself filling? Do you want to work part time or full time? Do you need to be paid? Do you have a minimum? Do you want to work in a specific city? Do you want to work for an organization of a specific size? • • • • • •


FIND A MENTOR A mentor can be an invaluable support in your internship search. Trough your personal network—friends, family, previous jobs—you should find an experienced

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2. Your interests and abilities: What types of mental challenges do you enjoy? •



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How well do you communicate in writing and in person? Get an honest opinion from someone with good communications skills. Do you prefer to research and analyze or discover and create?

•

•

3. Your Your personality: persona lity: Do you prefer to work alone or on a team? Can you sit at a desk for hours and remain productive or do you have to move around to stay energized? Do you prefer working with a lot of direction and limited flexibility or are you more comfortable with open-ended assignments that require you to be a self-starter? • •

•

INSIDER SCOOP “Even before I applied for the internship in Bangalore, I got grilled by people in my university’s co-op office. They wanted to make sure that I could handle the adversity of India, and the fact that I’d be one of only two or three Americans in the company.”

U.S.-based programs offering international work exchanges or structured volunteer positions will usually provide participants with the appropriate papers. Te key prerequisite to gaining an internship abroad is a willingness to step out of your comfort zone. You’ll be encountering new cultures and new languages. You may be headed to a place that lacks the living amenities you take for granted. An overseas internship can be a real test of your flexibility and maturity. But the cultural skills you acquire can give a distinct boost to your career prospects. “Companies are desperately seeking people who have cross-cultural competency,” says Paula Caligiuri, the author of Get a Life, Not a Job . Te experience won’t simply strengthen your chances of working overseas; it can help you land a job domestically. Business is a global proposition, which makes cultural competency a highly valued quality. In the words of one university career-services office, “College grads who understand that their customers or their clients might come from a different background than their own have an important skill set.”

TAKE INVENTORY When you’re you’re trying to identify internship opportunities opportunities abroad, start by considering your motives. Do you see this experience as a way to hone specific work-related skills, or more as a cultural immersion? Consider your › YOUR INERNSHIP SEARCH could be a great level of comfort with risk. Would you be okay going to opportunity to find work overseas. In fact, work pro- a country where you don’t know the language? Are you grams are becoming more prevalent as alternatives to willing to work in a third-world country or one where traditional foreign study. From a summer analyst posi- women don’ don’t enjoy equal rights? rights? tion at a Brazilian investment bank to an environmental conservation internship with a Bangladeshi nonprofit, INSIDER SCOOP opportunities for interning in a foreign land are attain“Whether you’re you’re in Mumbai or San Juan, it helps to able. have people on the ground.” Be aware that most countries demand work permits for paid internships and other kinds of short-term employment; you have to get these in the U.S. before By fleshing out your objectives, you should be heading abroad. Te process may be easier if you’re able to narrow your search to two or three countries. working for a U.S. company with overseas offices. Further, consider the feasibility of each: Do you have

INTERNSHIPS ABROA ABR OAD D









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friends or family living abroad? Do you have background knowledge of a specific country through your studies? Is there a special skill you can hone only in one particular country or region? Use your school’s career center to narrow down your overseas choices. Find out what prerequisites the internships demand. Are there any applicable grants or school-sponsored placement programs? Your school may subscribe to valuable Web-based references such as Going Global (www.goinglobal.com) or Uniworld (www.uniworldbp.com), offering comprehensive job listings and guides to individual countries, along with lists of top employers and visa regulations. Don’t hesitate to tap into the powerful networking potential of your academic community. Contact professors who have worked or done research in your target country. Identify alumni who live there, and see if the career center can provide names of students who have recently interned there. In many cases, the right contact is within reach but out of sight. For example, there’s a good chance the U.S. Chamber of Commerce has an association devoted to the economic interests of your target country. For instance, the American Chamber of Commerce of Argentina provides job listings and a place to post your resume or CV. Also, the American Argentine Chamber of Commerce, located in the U.S., provides similar listings, including committee members (perfect points of contact) and country data. Because organizations like these make it their missions to promote trade and investment, you’ll find they’re eager to help. You might consi der using a for- profit placement program to help you find your overseas internship. Sure, you’ll be spending money, but considering the time you’ll save in research and arrangements, the fee may be worth it. Still, find out something about the outfit’s reputation before laying down your hard-earned cash. And make sure it’s offering the kind of experience you’re aiming for—not a glorified field trip.

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INTERNATIONAL STUDENTS If you’re a foreign national studying in the U.S., your internship possibilities may be limited. Of course, you will need the proper work permits. (Information on different types of educational and work visas is available at J-1 Visa Exchange Visitor Program, a government website: http://j1visa.state. gov/) Be aware that some employers have a policy against

sponsoring international students for permanent work authorization, so those employers are unlikely to hire international students as interns. If your university arranges co-op programs, you may be in luck: Because co-ops are part of the curriculum, the school might handle the task of obtaining the necessary papers for foreign students.

MAKE IT COUNT Foreign firms may have a different idea of what the word intern means than a domestic employer would. o ensure an enriching experience, you should get the job description, development plan, and the employer’s expectations on paper before you set sail.

INSIDER SCOOP “When I spent a semester interning in Greece, they honestly didn’t know what to do with me. They were almost afraid to delegate their work.”

If you work for an American firm abroad, you’re more likely to go through a classic internship. You’ll also find yourself on a clearer path to a full-time job with the company. On the downside, you may get less experience of the country itself than if you were working for a foreign firm—you’ll be more immer sed in corporate culture than local culture. A careerservices pro says, “You can live and work in another



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country and still be in a big bubble.” But there are ways to escape this trap. Have lunch outside rather than in the company cafeteria. Make friends with your non-American colleagues and invite them out for drinks after work. Join a local club. Te more local you can get, the better.

TIMING THE SEARCH › HERE’S NO HARD�AND�FAS schedule for the process of getting an internship, but you should expect to take the following steps: 1. Decide what kind of internship you want and when you’ll be able to start. 2. Learn about existing opportunities. 3. Put together your application package: resume, cover letter, references. 4. Chart deadlines for internships of interest: application due dates, the start of formal recruiting. 5. Prepare for interviews through research. 6. Do interviews and follow-ups. 7. If your initial plans fall through, cast a wider net. Each of these steps takes time. If you’re unclear about your career goals, you might need more time than if you already know your functional area and target companies. But be sure to begin the process several months before you hope to start an internship. Tis means that the process of finding a summer internship should begin in the fall for undergraduates; for graduate students, it usually begins before the school year starts.


WHEN TO RUN THE OTHER WAY Not all internships are created equal. Some positions that might look like internships are really just part-time temp jobs available to almost anyone. They may even be unchallenging busywork that an employer would rather not assign to staff. You might get paid at this type of job, but chances are slim you’ll rack up good, resume-building experience. Here are some tips for recognizing shady internships: interests to see if you’re a good fit for the position.

•It promises quick money and lots of it. If it sounds too good to be true—it is. zation you can’t find in the Yellow Pages.

• The employer adver-

• It’s a sales-related job and the pay is based on commission.

• The employer doesn’t inquire about your experience, background, or career


•You get vague

• It’s a small organi-

tises its “internships” on flyers all over campus.


answers to your questions about the work you’d be doing.

•The offices are in a questionable location, such as a warehouse area or a person’s home.


• The employer doesn’t ask you to complete a job application before making you an offer.

•Your instincts are telling you to get out as fast as you can!





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Getting Hired


Te Recruiting Process ................ 16 What Employers Want ................ 17 imeline: Landing an Internship............................... 18 Getting Your Act ogether .......... 19 Interviewing 101 ......................... 19

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THE RECRUITING PROCESS As you aim for that ideal internship, you’ll be competing with many other highly qualified candidates. Here are some ways you can improve your odds:

Don’t sit around and wait for recruiters to come to you. Find good contacts at the company—people with a role in internship hiring decisions—through your alumni database, through LinkedIn, and through whatever personal contacts you’ve established. Email them, tell them about yourself and your qualifications, and explain your reasons for wanting this internship.

Use Your Best Resource

Make Contact

Career centers are your greatest ally in the recruiting process. ake advantage of them. Check with your career center to stay up to date with recruiting events, sign up for newsletters, and visit its career resource site regularly.

If you know a recruiter will be coming to campus or attending a local career fair, initiate contact one week prior. Perhaps the employer has a Facebook page or LinkedIn profile. Become a friend or fan, and send the company a message. Let the recruiter know you’re looking forward to meeting. Make yourself stand out from the competition by showing a sincere interest in the company. Don’t forget to double-check your spelling. And don’t be a Facebook stalker: One message is enough.

RULES OF ENGAGEMENT H 2 C R R E A T E P S A E H H C T





Do Legwork

Gather Intelligence Te number-one complaint among recruiters is students’ lack of research. When you show up for an interview, you should have a pretty good idea of the company’s products and operations. Use the news media, Web sources, and any information your career center can provide.

Be a Good Sport

Stay Focused

If you get a “no” at any point, take it gracefully. Sending the representative a thank-you note is a good touch.

You can’t—and shouldn’t want to—apply to every internship you come across. Nor should you try to talk to every recruiter who shows up on campus. If you’re looking at a list of twenty five companies, choose the top five. Tat focus will help you delve into each company and tailor your pitch to the particular opportunity. Otherwise, you’ll be spreading yourself too thin.

Go into Training If possible, schedule a mock interview at your school’s career center. Some centers will videotape the interview so you can review your performance. Get your resume critiqued and attend interview workshops.

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ON-CAMPUS RECRUITING Te classic internship recruiting process, in which students work with the companies who scout on campus, follows a general pattern. 1. You’ll start by registering with the career office and completing a profile that includes at least one version of your resume. 2. You’ll submit your resume to compete for interview slots. On many campuses, this is known as t he resume drop. 3. If a company has chosen you as a candidate, its representatives will interview on campus. 4. If you make the cut, the next round of interviews takes place at corporate offices.



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WHAT EMPLOYERS WANT › AS AN ORGANIZAION screens candidates during career fairs and interviews, it’s looking at three things: ability, possibility, and fit: 1. Ability is the sum of your past achievements, your aptitude, and your skills. Tese are the elements you can offer an employer right off the bat. Even though employers will not expect a student to have a huge amount of work experience, your grades will offer an index of your ambition and your dedication to hard work. Needless to say, all of this should be spelled out on your resume. 2. Possibility is what you might become for the employer—your potential. Your past projects may offer a key to this; so may your aspirations and an air of motivation. Your grades, of course, are also an indication of what you can offer the company. 3. Fit is suitability, a knack for adapting to and internalizing the company culture. Can you work within the system?

Integrity Be truthful in all your dealings with the organization. Don’t exaggerate your GPA; don’t put false information on your resume. And don’t withhold information you’ll have to reveal if you get t he internship.

People Skills Draw on your life experience to demonstrate you can deal with people effectively and work on a team. Nobody expects an internship candidate to be able to draw on a wide range of work experiences. But did you handle small children effectively as a babysitter? Did you collaborate on the set design for a school play?

Technical Skills Tese vary from industry to industry. But if you’re looking for an internship at an investment bank, you had better be able to demonstrate your aptitude at financial analysis. You won’t have much of a shot at an I internship if you’ve never taken a course in computer technology. And if you’re looking for a spot on a magazine, you better have the clippings to argue for it.

YOUR SKILL SET

Initiative

Besides the general characteristics detailed above, recruiters are keeping an eye out for specific skills. In your resume, in your interaction with recruiters, and of course during your interview, you should highlight the following.

Your behavior during the recruiting process is a key to demonstrate you’re motivated. Don’t expect the recruiters to hold your hand; show them through your actions that you’re a self-starter. You should provide examples, from school or previous job experience, where you volunteered for an important task or proposed a new project.

Communication Skills Prepare a great cover letter for each employer. (Nothing will sink your chances faster than a generic cover letter.) Practice your responses to common interview questions (“ell me about yourself.” “Why do you want to work for us?” “How do you imagine your career path?”). Make your answers concise and informative.

Work Ethic Offer examples of how your hard work helped you accomplish a task. Make sure recruiters know about your nonacademic achievements: Perhaps you’re an accomplished pianist, or a green belt in tae kwon do. Volunteer work is a great indicator of your work ethic—if you’re a Big Brother or Big Sister, don’t hide it!









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TIMELINE: LANDING AN INTERNSHIP › YOU WAN O start thinking about your intern-


ship well in advance—as much as a year ahead. Here’s a rough idea of the various steps you’ll need to take and when you’ll need to take them.


Spring/Summer (The Year Before) and Fall Semesters Assess your interests; know your skills; set realistic job goals; and develop a plan of action. Attend cover letter and job search workshops offered by university career services centers. Prepare your resume. Check the job listings on your school’s career center website, preferably twice a week. New jobs and internships are listed daily throughout the semester. Note that companies have various deadlines for applications. Attend job fairs and career symposiums to make employer contacts, conduct informational interviews, and to pick up information about the organization. (Note that interviews may take place at job fairs, in which case you should contact employers a week to a month before to submit resumes.) Research potential employers. Set up informational interviews for your breaks. You can find potential sources through your school’s alumni database or LinkedIn. Start applying for summer opportunities.

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Fall Break, Thanksgiving, and Winter Break Start your networking in earnest. Let your family, friends, relatives, former teachers and coaches know you’re looking for summer opportunities. Attend on-campus employer information sessions. Identify and research local employers while home during the break.

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•

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Review the Fall Semester items listed above, noting that some companies have earlier deadlines for applications. Continue to check the job listings on the career website, preferably twice a week...new jobs and internships are listed daily throughout the semester. Apply for summer jobs or internships. After submitting an application, cover letter and resume, call the employer to be sure your materials arrived (allow sufficient time for applications to get to their destinations before calling); ask if the employer needs any further information from you. If the employer isn’t coming to campus, schedule an interview over spring break or whenever you can arrange to meet; most employers will want to meet with you before offering you a position. Always send a thank-you letter after each interview. Tis is not only a courtesy, it’s a confirmation of your sincere interest in the position.

•

•

•


Spring Semester

•

BUZZ KILLERS Remember, the interviewing process isn’t designed just to find the right candidates; it also screens out the wrong ones. Here are some mistakes that can throw you out of the running:

• A resume that’s poorly organized or doesn’t reflect the skills required for the position

• A generic cover letter. If it uses phrases such as your company or this position, they’ll smell a rat.

• Poor grooming and sloppy attire

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• Substandard written or oral communication skills: Bad grammar and misspellings can sink your chances.

• Bad manners • Lack of enthusiasm • Arrogance • Timidity



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GETTING YOUR ACT TOGETHER

INTERVIEWING 101 › YOU’VE MADE HE CU; now is the critical


› YOUR SELF�PRESENAION IS key to landing juncture when you find yourself face-to-face with an an internship. Don’t approach the process haphazardly. Trough careful preparation, you can maximize your appeal as a candidate and get a leg up on the competition. Here are some tips: Have your resume reviewed and reviewed and reviewed again—the more eyes, the better. ake advantage of any relevant workshops offered by your college career center. •

•

•

•

•

•

interviewer. Of course, you’ll know enough about the company’s culture to dress and conduct yourself like a member of the firm. Here are some other essential precepts to bear in mind. (For the specifics of conducting a great interview, consult one of WetFeet’s Ace Your Interview guides.)

BE ENTHUSIASTIC

Tis is basic. Enthusiasm alone won’t land you the Research the employer. Use newspapers, magazines, internship. But if you don’t seem avid about the prosand websites. Contact former and present employ- pect of getting the job, the employer will quickly pass ees, especially recent interns and graduates, and seek you over—it’s that simple. And lip service isn’t enough. out information. You may say you’re enthusiastic about the prospect of working for the company, but if you act apathetic or Practice, practice, practice. Conduct a mock inter- bored, you’re cooked. You should make your enthuview and videotape it if possible. Ten review the siasm clear through attentive posture, an alert tone of tape and make notes about the things you did well your voice, and a smile that says you’re glad to be there. and the areas you’d like to improve. College career Greet the interviewer warmly. Make eye contact, smile, centers will usually offer interview workshops, mock and offer a firm handshake. You should say something interviews and even video critiques. like, “I’m delighted you’re taking the time to meet me, and I’m really excited about this position and eager to Get feedback from your peers about your conversa- learn more about it.” Let him know up front you’re tional style. If you come off sounding cocky—tone glad to have this opportunity. it down. If you sound halting and unsure of yourself, A show of enthusiasm is vital. Inevitably, during the work on projecting confidence. internship itself there’ll be moments when your energy flags, and employers know this. But if you’re unenthuDress for the part. Company employees can give siastic at the start of the process, it bodes ill for your you a sense of the dress code, but if anything, you future demeanor on the job. should err on the side of being too formal. Te day before an interview, lay out the clothes you plan to EXUDE CONFIDENCE wear—you don’t want to find a missing button on o inspire an employer’s confidence in your abiliyour shirt minutes before you’re about to leave. ties, you’ve got to demonstrate confidence in yourself. During the nerve-wracking course of a job interview, Approach the interview with confidence. Recognize this may be easier said than done. But bear in mind the the attributes that make you a good candidate—and basics of confident body language: Make frequent eye own them. contact with your interviewer. Speak up, but not too fast. Don’t fidget. Sit upright, but not rigidly.








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Most of all, come prepared to state your strengths. Give concrete examples of how you’ve put them to use. Don’t overstate your accomplishments, but don’t downplay them either. Keep self-deprecating humor to a minimum: It may be fine when you’re with your friends, but this is neither the time nor place for it. If remaining confident is a struggle for you, give yourself a pep talk before the interview. Better yet, enlist an enthusiastic friend to give you one. Or, practice techniques for managing your nerves such as deep breathing and visualizing success. If you’re at ease, the interviewer will be too.

you’re paying attention and you’re truly interested in the job and the company. But offer questions carefully. “You can kill yourself with a question if it shows a lack of knowledge about the company,” says an internship hiring supervisor. Don’t ask questions you could have answered yourself by spending a few minutes on the employer’s website. A good question may resemble one of these: How does this internship fit into the larger organization? What are some of the critical challenges in this department? What management style can I expect? Can you describe the performance review process? •

•

•




> TIP Be aware you may have the opportunity to ask just two or three questions, so choose wisely.

•

But as you research the company, other relevant questions may spring to mind. If the opportunity presents itself, be sure to ask them.

KNOW YOUR LIMITS Some people spend the night before an interview bon- RAPPORT IS VITAL ing up on company facts and figures as though cram- Once recruiters are done interviewing a round of candiming for the test of their lives. But interviews aren’t oral dates, the first thing they will ask each other is, “What exams; they are an exchange between two people, who did you think?” Tey’ll share their gut reactions. A canmay soon be coworkers, about shared professional inter- didate is either a fit or he isn’t. Even if you’re a leading ests. You do need to know something about the industry contender for the position on paper, your chances of and the organization, but you’re not expected to know getting an offer are slim if you’ve failed to build rapport it all—just enough to ask your interviewer informed with the interviewer. questions, to understand the questions your interviewer Tere’s no foolproof way of turning your interviewer asks, and to give reasonable answers. Your common into an ally. But here are some tactics that can put you sense should prepare you to give sound answers to any in a good light: questions that may arise about how you would handle When responding to a question, give a brief overa specific problem during your internship. Te details view of the points you want to cover and clear them will emerge later, when you become part of the team. with the interviewer. For example: “I did a school Like any other conversation, an interview requires projects integrating aspects of finance, marketing give and take, so don’t expect to dominate it. Give your and operations. Would you like to hear the details?” interviewer a chance to contribute to the conversation. Appropriate humor (in small doses!) is a good thing. If you aren’t sure of the meaning of a question, ask clarifying questions. QUESTIONS AND ANSWERS Mean what you say. If you seem insincere, it’ll be an Te old saying, “Tere’s no such thing as a bad quesimmediate turnoff. tion,” does not pertain to the interview process. When you ask the right questions in an interview, it shows Make sure you close the interview. Reiterate your •

• •


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interest in the position and ask for the interviewer’s business card. Give a friendly closing handshake as well. > TIP When the interview is over, send a thank-you note within 24 hours. Email is okay; snail mail is even better. Include thoughtful comments about the session. When relevant, refer to some personal fact the interviewer mentioned: “Good luck shopping for that new van,” or “How’d you do at racquetball?”








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Navigating Your Internship


Hitting the Ground Running ......24 Acting Like a Pro ........................25 Making the Most of Your Internship ...................... 27 imeline: Your Internship ........... 29

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HITTING THE GROUND RUNNING › YOUR INERNSHIP IS a short-term proposition.



Most likely, the summer will be over before you even know it. Tat’s why you have to make every day count. Te process should start even before you show up at the office. Here’s where the research you did to prepare for the interview really pays off. Your contact with insiders will have started you on the road toward understanding how the company and the industry work. Each industry has its own lingo; by now you should have started picking some of this up. You should know the technical jargon you’ll need in your new job, any recent developments in the company, and the names and functions of the company’s top brass. Your new colleagues will see this as an encouraging sign of your interest. > TIP If at all possible, before you begin your internship, speak with the professionals whose team you’ll be joining. Ask about their careers and professional interests, ongoing projects, and challenges. Also ask for advice. The knowledge will be useful—and so will the rapport you’ve started to build.


BEFORE YOU START N 5 R E S R T E E N T I L I P L F A A O E R H C R P


Your search is over once you’ve accepted the internship—but your work has just begun. Find out to whom you will be reporting. Contact that person well before you show up at work. Find out what projects she has in mind for you. If the answer is vague, try to elicit details as politely and diplomatically as you can. Explain that you put a high priority on doing good work and you need to prepare as thoroughly as possible. You also can request being assigned to a particular area or particular type of project. But don’t appear too demanding because these conversations with your boss will set the tone of future dialogue. You’ll also get a sense of your boss’s managerial style—whether detached

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and formal, or laid-back and approachable. It helps to know what lies ahead. Say you’re entering a marketing internship. You may prefer to gain exposure to pricing and promotional strategies for existing offerings on the one hand, or to the researching, planning, and structuring of new offerings on the other. Discuss your preferences with the appropriate people before you start. Te discussion may help you shape the internship to suit your personal career goals. You may have certain amount of flexibility in determining the scheduling of your internship. For instance, in the interest of accommodating different school schedules, the employer will often give you a choice of start date. Consider this carefully. You may have hoped for a nice vacation after exams. But this can throw your internship off course. Ideally, you’ll start at the same time as, or even before, the other interns. If you show up after everyone else has started, you’ll have to catch up. You’ll miss orientation sessions, possibly even the chance to work on choice projects. If you’re planning to take a vacation later in the summer, get a sense of how much wiggle room you have. Some employers will not even consider you for the job unless they are sure to get a summerlong commitment from you. Others may grant the permission but resent the time you take away from your internship. Tey’ve committed time and resources to making your internship productive and they want to get maximum benefit out of it

INSIDER SCOOP “So many people think an internship is all about the final project—the great climax at the end of your three months. I think it’s so much more about the first two weeks. That’s when you establish yourself with your team. Based on your first impression, people are going to decide whether to take the time to support you in your internship.” —Assistant Brand Manager



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Your employer will usually make sure you have all the proper resources when you show up for your internship: a workstation, a company email address, voicemail. But these details can sometimes fall between the cracks. Don’t be afraid to sort out in advance; it will save valuable time during that precious first week.

Stay Positive No one wants to work with a grouch. If you maintain a positive, can-do attitude during your internship, you’ll show yourself as someone who coworkers will want to see again—in a full-time position.

Be Modest INSIDER SCOOP “The reporting manager who oversees interns treats them like regular employees. We’re looking to see how much direction t hey need, their initiative, and quality of their work. We check on their progress throughout the summer. Our goal is to be able to make a hiring decision before they depart.”

ACTING LIKE A PRO › REMEMBER, YOUR INERNSHIP is basically a

No need to point out your every accomplishment. Rest assured your managers are watching; they know about it already. A soft sell is the best tactic for proving your worth to the company. Don’t aggressively tout your abilities and accomplishments to your manager; let her discover them for herself. And that trick of shooting off an email to her when working into the wee hours? Oldest one in the book. Don’t use it more than twice.

Act Like a Full-Timer Never think of yourself as a temp. Don’t blow off an assignment just because you think you won’t finish before your summer stint ends. If you have any interest in getting hired full time, act like you’re in the game for the long haul.

long-term interview. Tat means you need to show the company you’d be a worthwhile candidate for a fulltime position. If your supervisors want you to develop certain skills and areas of expertise, apply yourself diligently to the task. And at all times remain professional Swallow Your Pride in your demeanor and your approach to the job. You’re a hot shot at a top university. But one unin“Intern supervisors check in with me frequently formed jerk has the audacity to ask you to send a fax. during the summer as to who’s standing out,” says a Don’t say “that’s not in my job description”—because motion picture company executive. “If a supervisor now it is. No matter how menial the task, show how mentions an intern is reliable, honest, driven, humble, professional you can be. Photocopying and filing may enthusiastic, and intelligent, that’s a huge plus for me. not be glamorous chores, but they’re essential ones. And When I remember an intern and have heard numerous if you do a sloppy job copying a stack of documents, positive comments like that, that’s someone I keep my who will trust you with bigger assignments? eye on.” Here are some key ways you can present yourself as a Be Stalwart worthy member of the team: Show yourself as somebody your colleagues can lean on. Go out of your way to help others. Stay late and offer assistance when others at the company are overloaded Be on Time It sounds simple, but punctuality speaks volumes about with work. Remember, it’s never too early to act like your professionalism. you’re already an indispensable part of the team.









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Master the Territory

INTERNING KRYPTONITE

Delve as deep as time allows into the company and the industry. Look for relevant information in the news and in trade magazines.

Because interns are usually new to the corporate world, they’re sometimes prone to make mistakes a seasoned professional would avoid. Some bad moves can destroy your chances faster than kryptonite can disable Superman. Here’s a list of 11 ways to obliterate your job prospects with a single blunder:

INSIDER SCOOP H 2 C R R E A T E P S A E H H C T





“The three most important attributes in getting or keeping a job are attitude, attitude, attitude.”

Interning Under the Influence

You have a right to a social life. As long as you’re of drinking age, you’re free to head to a bar with your coworkers for some happy hour cheer. But wherever Ask Questions You might have a 3.9 GPA, but you still don’t know alcohol and work mix, proceed with caution. Know it all—and, guess what? You aren’t expected to. Most your drinking limits and stay well within them. Loud, managers would rather answer your questions when lewd behavior will nix your chances at the company. you get the assignment than have to fill in the gaps after Loose Lips you turn it in. If you don’t understand how to go about an assignment, ask your supervisor for clarification. Your more experienced colleagues may like to dish the Find out what resources are available to you. But use dirt. But it’s best to turn a deaf ear to gossip. You’re new your discretion; figure out the right people to question on the scene and can’t afford to get caught up in the and the right time for doing it. Don’t corner a senior crossfire of office politics. vice president at a cocktail party and start asking about Dream-Weaving the specifics of workflow. As bad as it is to get caught nodding off in class, it’s even worse on the job. Doodling or daydreaming durDon’t Be Afraid to Socialize Sure, you’ll run into annoying brownnosers who spend ing meetings will attract negative attention right off the more time schmoozing the higher-ups than working. bat. If you have to be brought back to reality during Even more galling, the tactic can sometimes work. Te meetings, there’s no way you’ll be brought back. lesson? Although getting the job done is of paramount importance, don’t underestimate the importance of building important social connections. FALSE FRIENDS

Speak Up It’s fairly safe to assume the employer knows about your hope for a full-time job offer. But don’t take it for granted. If you’ve decided you want to come back after graduation, let everyone know—your boss, your colleagues, and the support staffers who often have the ear of the big guns.

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It might sound harsh, it might sound Machiavellian, but the astute intern never befriends the first people to seek him out. There’s a high probability they’re in need of instant allies.

Stay cordial and professional, but not chummy. If you find yourself the lunch pal of a guy who is known for badmouthing the brass, you become guilty by association.



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INSIDER SCOOP “An intern was told to alphabetize a bunch of files, and he thought it was the easiest thing. He was text messaging the whole time and ended up putting five or six things in the wrong order. He ended up getting fired. Even if it’s small, you may be doing more important things than you think. And many times other people’s jobs are dependent on the jobs the intern does.”

Too Much Information Yes, you should let your supervisor know what you’re up to. But she doesn’t need minute-to-minute updates. If you’re running out for a cup of coffee, there’s no need to interrupt her activities to announce it.

Space Invasions Te men’s washroom? Not a good place to engage your boss in work chatter. Be assured he wants to finish his business in there before attending to the business outside.

Axes to Grind Don’t complain—not about the company, not about your assignments, not about the cafeteria food. A positive outlook could make or break you in management’s eyes.

It’s okay to leave before other colleagues. But as you stroll out the door, never cheerily say, “Don’t work too hard”—or you’ll be branded as the kind of person who says things like that.

Going AWOL Chronic lateness or absence is a certain job-prospect killer. If an unavoidable conflict arises, let your supervisor know. It’s best to pick up the phone and ask; if it’s a sticky situation, he may see an email or a voicemail message as a weasel tactic. And if you call in sick, make sure he can’t hear the flight announcements in the background.

Fashion Sense If the other women are wearing closed-toe heels every day, leave the wedge sandals in the closet. And even if you see your supervisors taking business casual to new levels, don’t break out the muscle shirts. In business dress, it always makes sense to err on the side of caution.

Digital Distractions You may be used to treating your iPhone or BlackBerry as an appendage. But while you’re on the job, use it only to get your work done. When your supervisor is hovering over your desk, it’s not the time to send texts to your girlfriend. And those iPhone games? You can play them when you get home.

MAKING THE MOST OF YOUR INTERNSHIP › AN INERNSHIP PRESENS a great opportunity for learning and career advancement. It’s your responsibility to maximize it. Learn your way around the organization and familiarize yourself with day-to-day operations. Master the company’s communications systems and any software programs you’ll need to do your job. You want to integrate yourself into the office’s operations as quickly and thoroughly as possible. When you need help with a task, ask the seasoned staffers. Tey’ll appreciate your efforts to become a member of the team.




Unfunny Business

Impolitic Religion, politics and sex are not safe subjects for the workplace. Yes, as you develop personal ties with colleagues, these issues may come up. But in any group setting, these topics should stay off the table. Oh, and that risqué email you got from your reprobate uncle? Keep it to yourself.






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Don’t stop at questions. alk to everyone you can. Be sensitive to people’s availability—these are busy professionals and they may have more important things to do than chat. But you should be making as many connections as you can with colleagues and supervisors; your internship is a prime networking opportunity. Te role you play in your new team is crucial in your effort to make the internship worthwhile. “Understand how your skills and background can support the team,” says an internship supervisor with a major consulting firm. “Look at what other people are doing on projects, and figure out how you can contribute.”

you like the work and the work environment. Have you found the qualities that attracted you to the employer in the first place? Is the company a good fit for your style, your values, and your goals? Before you proceed forward to a full-time job, be sure you have found a comfortable fit.

SIGNING OUT

Your exit inter view may serve two purposes. It will probably be your last chance to get a personal evaluation. But the company team also will probably elicit your feedback about your experience. Te information will help the team as it plans future internships. Be open and honest, but focus on the positive. By no means should you turn this into a gripe session. Make constructive suggestions, and don’t burn any bridges. INSIDER SCOOP When the summer is over, you might be inclined “There are definitely times you feel undervalued to submerge yourself into the current business of and unappreciated as an intern, and you’re going to your life—especially if you’re cramming to fulfill be upset and you’re going to be stuck doing crappy your school requirements. But you shouldn’t let go things, but it’s all part of the experience. At the end of the connections you made during your internship. of the day, everybody starts somewhere.” If you haven’t already done so, send thank-you notes immediately to the key people on your team. In the It’s up to you to get the full value of your intern- months ahead, keep in touch. Don’t be a pest about ship. If you find you aren’t doing the work you it, but periodically update them about your activiexpected to do, let your supervisor know. Be dip- ties. Send them articles you think might be of interlomatic and don’t whine. You can’t indicate you’re est. Nurturing this network can give you an inside bored with your present project but you may be able track on job opportunities within the company. to get reassigned to more suitable work. Use LinkedIn aggressively. Add your new con At some point in the process—usually halfway tacts, and get a supervisor to recommend you there. through, then again at the end—you will probably go Follow up with your fellow interns, check on their through an evaluation process. Tis is a great oppor- plans, and maintain the conversations you started tunity for personal growth. Listen carefully and with about your ideal job. an open mind. Don’t be defensive. If they tell you about areas where your skills and work habits can be > TIP improved, take heed—these people know what they’re If your employer doesn’t have events planned talking about. But they’re also likely to discuss your for yourself and your fellow interns, take the strengths, which are useful to bear in mind when initiative yourself and suggest some afterwork get-togethers. These can be great netyou’re pitching your services in your next job hunt. working opportunities—your peers may hold Te evaluation process is a two-way street: While the keys to future career opportunities. the company is sizing you up, you’ll be figuring out if

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TIMELINE: YOUR INTERNSHIP › AS YOU CONEMPLAE the summer ahead, it

People

may seem you have all the time in the world. Well, you don’t. Your internship is more likely to fly by, reaching its endpoint before you even know it. Tat’s why it’s best to plot your route in advance, making sure you progress toward your goals as the internship runs its all-too-short course. (Internships generally run 10 to 12 weeks; we’ve decided to outline an 11-week stint.)

Te ties you establish with your colleagues and your comprehension of their place in the corporate structure are keys to your success during the summer. Te following steps will help you map out the job’s human landscape: Familiarize yourself with the company’s organizational structure. Find out how your team fits into the department and how the department fits into the division. Who are the key stakeholders in the work you do?

WEEKS 1 AND 2: LEARNING THE ROPES Te first couple of weeks are the time to get to know your workplace. Following are some areas that deserve special attention.

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Learn who depends on your group for information or resources, and who the group itself depends on. Remember, you’re a link in the chain.

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Lesson: Dress professionally when you’re on the clock.

“While working at the front desk as a law-firm intern, I accidentally pushed the alarm button. Oops. The police called back to see if they were needed—but I accidentally hung up on them. Double oops! Minutes later, they called back and demanded I exit the building. I walked outside and found myself surrounded by cops with their weapons drawn.” Lesson: Master the phone system on day one.

“I accidentally CC’ed my office on an email chain circulating within my extremely conservative family. After that, whenever they’d send out an email blast railing about left-wing government conspiracies, they’d hit ‘reply all’—and include my entire office! Yikes!” Lesson: Don’t use your work email for personal messages.

“We had completed a big project, so our department went on a celebratory lunch cruise. Everyone got a drink ticket for one free drink. Since there were interns under 21, I decided to ask one of them for their ticket. She was talking to somebody I didn’t know, who turned out to be a department head! It made me look like a lush.”




Lesson: Keep it classy when boozing at work events.




LESSONS FROM THE FRONTLINE: INTERNING DO’S AND DON’TS “I was interning at a magazine, and was assigned to accompany a reporter covering a premiere at the Metropolitan Opera House. Since I’d be standing on the sidelines, I didn’t dress up. The reporter ended up having an extra ($15,000) ticket to the show, so he took me. And I was wearing flip-flops!”


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Find out who does what within your group. Learn the role of each member. Tis knowledge helps especially when you’re looking for information—it allows you to target questions to the right person.

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Learn which group or department members have forged careers along the lines you envision for yourself. Ask them to share their stories and advice. A career-molding insight might be a friendly question away.

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Make administrative staffers your allies. Receptionists, mail handlers, assistants, and secretaries, I people, the HR team—all of them can help you navigate the company’s systems and gain access to resources. And the way you treat them is a sure reflection of your professionalism.


Work Tools Learn the core methods and tools your group uses, and the terms applied to those processes. Te quicker you master them, the sooner you’ll be an effective group member. Do your colleagues use a specific type of software, planning tool, protocol, or group dynamic process? Your job is to get up to speed on them quickly. •

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You’re starting to feel more comfortable. You’ve been making good progress in your projects; you’re getting familiar with the company’s tools and jargon. Even more important, you’re getting to know your coworkers inside and outside your group. Tese people can help you reach your goals. Here’s how you can use this period to make those connections mean something:

Find a Mentor •


WEEKS 3 AND 4: MAKING CONNECTIONS

Find out where past work is stored and how to access it. You’ll likely have some downtime during your first week. Use that time to study the types of deliverables the group has recently produced.

ake note of which communication and collaboration tools the group favors. Does it use meeting management software such as Outlook? A real-time instant messaging tool such as Skype? Is there anyone on the road who uses only a cell phone to check email? Better not attach that 10 Mb document if you aren’t sure.

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Seek a senior colleague who can provide advice and give feedback about your work habits and accomplishments. Although some companies have formal mentorship programs, this person will not necessarily just drop in your lap. Use your networking skills. Look within your area and outside of it to find someone you can trust and admire. Tat person could become your champion—a key ally in your quest for a full-time job.

Network Within Make a list of key people, in your group and outside of it, who can help you reach your goals. Contact them to discuss their roles and their challenges. You’ll develop a deeper understanding of the work at the company and a better sense of whether you want to work there.

DEAR DIARY One tool that can truly enhance your internship experience is a work diary, recording your activities and accomplishments and evaluating your daily experiences. Aside from helping focus on your goals for the internship, it will

provide raw material you can present when you’re evaluated toward the end of the process. If your school requires you to write a summary of your internship experience, the diary will be your main source.



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Meeting Expectations

Expand Your Network

If you’re not doing the work you were expecting to do, When a colleague or mentor mentions people he works it should be clear by now. Speak up and let your super- with, inside or outside the company, ask if it would visor know. Make suggestions of how your internship be okay to contact them and mention his name. Use can come closer to your expectations. You might find these secondary contacts for information gathering and out the plans the two of you discussed during your first industry perspectives. Find out what they’re working two weeks will come to fr uition later, and your patience on—even the projects they’ve got on hold. Tis infor will be rewarded. Perhaps the group’s business needs mation could soon prove invaluable. changed and your expertise is needed for some other vital project. Whatever the case, be diplomatic. Scout Your Prospects You should have started to get an idea of whether you’re interested in full-time work with the company. If so, ask What Piques Your Interest You may identify a more interesting project than the your supervisor, along with the recruiting and HR team, one you’re working on. If you want to move on, estab- about your prospects. Ask, “What can I do to ensure lish a plan with your supervisor for completing your that I’m a strong candidate for a full-time position?” current work before moving on. Whatever you do, don’t indicate you’re bored with your present assignment. Snag an Offer You may have decided you don’t want to return to the company. Don’t broadcast the fact; try to snag an offer WEEKS 5–8: BUILDING BRIDGES By now, you’re running at full steam. Your duties have anyway. Other employers will want to know whether been defined and you know your role within your vari- your internship resulted in an offer. It will increase your ous projects. Now is the time for using the relationships perceived value in the job market. you’ve established to build bridges for your career.

Get Reviewed If a midsummer review was part of your internship’s agenda, make sure it takes place. When you talk to your supervisor, don’t be afraid to mention the ways you’ve contributed to the team. But also talk about the ways you can improve. Get as much feedback as you can to help you improve your work style and help you adapt to the corporate culture.

Go To Lunch As you start becoming friendly with the company’s fulltimers, ask them out for one-on-one lunches. In most cases they’ll be flattered by your interest and glad to share their expertise. Ask them about their career histories and the ways they got their positions. Tese conversations can deliver insight about company workings and invaluable career advice.

THE PITFALLS OF MEETINGS You’re a smart, energetic person, and you want to shine before your colleagues. But your first meetings— daily team updates, group program reports, brainstorming sessions, project reviews, departmental-planning conclaves—are not occasions for strutting your stuff. If you’re too aggressive about making your presence known, you

run the risk of seeming like an arrogant pup. Minimize the danger by asking your supervisor or a trusted colleague how much you’re supposed to participate—then err on the side of caution. The time to express your viewpoint may come after the meeting, but use discretion even then. Still, if you’re asked to contribute an opinion, by all means speak up.









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WEEKS 9 AND 10: SHARPENING YOUR FOCUS

Give Thanks

Leave personalized thank-you notes, emails and/or As you wrap up your project deliverables, you’ll face voicemail messages for the people who helped you dura blizzard of final meetings and last-minute changes. ing the summer. Include the senior executives who may But it’s still important to maintain a clear focus on have offered support, and the tech-support people and your objectives. Keep the conversations going with the administrative assistants who’ve helped you master the people who make the hiring decisions. ry and create a workplace’s logistics. situation in which you can step right into a great job. If it looks like the perfect job won’t be waiting for Returning Full Time you, it’s time to take the reins into your own hands. If you’ve made a great impression during your Envision your ideal role—within the company or out- tenure, you may find yourself in the enviside of it—and diplomatically share your thoughts with able position of receiving an offer for full-time your contacts. If the role doesn’t exist, find out which employment. Employers will usually provide you key stakeholders can help you create it and start the with some time—either weeks or months—t o conconversation rolling. Let your supervisor know about sider the offer. these interactions, because you’ll need her support. Great opportunities can come your way if you’re vocal about what you want.

FINAL WEEK: SEAL THE DEAL With the end in sight, develop a short list of tasks that will help ensure your internship ends with a bang.

Finish Strong Make sure your final performance review takes place. Ask your supervisor to share your performance review (it’s stellar, right?) with the decision makers who might be able to deliver your dream job.

Show Off If you have a final presentation, find out if you can invite people outside the group—the key contacts who’ve aided you in your work and might be vital players in your full-time position. If you can’t invite them, ask if you can conduct a separate presentation for them, or at least send them a summary of your work.

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Real Intern Profiles


Architecture Intern......................36 Magazine Editorial Intern ...........36 MBA Intern with a Startup Software Company...................... 37 MBA Brand Management Intern ....................38 Advertising Intern .......................39 I Intern.................................... 40 Intern for a Consumer Appliance Manufacturer............. 40

> We sought out interns from various

industries and asked them to share their internship success stories. From advertising to IT, here’s a glimpse into the intern experience.

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ARCHITECTURE INTERN Where did you serve your internship?

What are you doing in your internship?

At an architecture and design firm in Santa Fe, New Mexico.

My main duty is to send out six weekly e-newsletters to our subscribers. Each day’s newsletter is a bit different, but my main functions include formatting HML text, finding photos, copyediting text, and using a web program to deliver the newsletters.

What role did you perform? I spent a lot of time doing the schematic design for the renovation a 300,000-foot historic hotel in the center of town. I also worked on government projects and residential projects, as well as a new museum for the Navajo Code alkers.


What did you do before? Tis is my first formal internship. I did a few short restaurant reviews for a web-based food site, where I was able to get a few clips. I also waitressed.

What drew you to this particular opportunity?

How did you get your internship?

I wanted to work with a diverse set of clients, different from what you’d find in a typical urban setting. Also, although I go to school in the East, my college teaches about different architectural styles in different parts of the country.

I applied through my career center’s online database of internships. I submitted my resume through there, along with a few of my writing samples, and soon heard that I got an interview.

What did you learn in the course of the internship?

What are your career aspirations?

I learned a lot about architectural codes, construction types, accessibility issues, and other areas I need to know in order to prepare for the architectural exam.

What surprised you most about this experience? N 5 R E S R T E E N T I L I P L F A A O E R H C R P

MAGAZINE EDITORIAL INTERN

I’m not sure what I’d like to do with writing, but food and design are my passions. I’d like to write a book; I’d like to go back to graduate school; I’d love to write about food. Because of that, I sought out the food editor here at the magazine and told her about my interest in writing a food piece. A month later, I was published in the October brunch issue!

Te biggest surprise was that I was trusted with big responsibilities—doing presentations to clients, meeting What kinds of people do well in internships? with contractors and owners. I hadn’t anticipated that I’d As I see it, you can do okay—simply do what’s in your be doing anything better than getting coffee. It was good job description so you can slap the internship on your to know they trusted me enough to do these things. resume—or you can go above and beyond. People who are self-starters and have a thirst for knowledge and experience will excel. If something sparks your curiosMight you be interested in full-time work ity, do something about it. Being confident helps. So with the company? I’ve still got one more internship to go before I graduate, does being nice! so I want to get more experience and keep my options open. But I would definitely be interested in going back after college.

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What do you really like about your internship?


I want to develop more venture-backed companies— I like that I get the experience of working at a top-notch from seed to harvest. Eventually, I hope to move back local magazine without the pressure that I’d be under in into venture capital. a full-time job here. It’s a test run. I get to see what their processes are like, and someday I’ll probably apply some What kinds of people do well in in a full-time job. I also like that I’ll have this name, internships? kind of like a brand, on my resume, and some good Be a self-starter; be confident, flexible, and able to deal clips to add to my portfolio. with ambiguity; and have strong communication skills.

What do you dislike? Te monotony. Te vast majority of work I do every day is something that I more or less did the day before. I once thought, even if they paid me to do this full time, I wouldn’t take it. I guess that’s why they give it to an intern—no full-timer would do this day in and day out.

MBA INTERN WITH A SOFTWARE STARTUP

What do you really like about your internship? I enjoy how quickly and directly I can see the results of my work.

What do you dislike? Te pace of change! argets in this industry shift quickly. It makes it hard to focus on a few key goals.

How can someone get an internship like yours? Start knocking on the right doors until you get in.

I’m the business development manager for a venturebacked software company. I work on creating partnerships with other businesses and on marketing to end users.



What did you do before? I had a lot of entrepreneurial experience. I started an Internet marketing company and my own software firm. Before that, I was an associate in a venture capital firm. Now I’m in business school, working toward my MBA.

How did you get your internship?


Tey found me. Te company was looking for a business development intern to work with them during the semester. Specifically, they were looking for someone with my kind of experience.





What do you do in your internship?



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MBA BRAND MANAGEMENT INTERN What did you do as an intern?




I was an associate brand management intern at a big consumer packaged goods company. I worked under the general manager who handled a variety of projects and managed a cross-functional team. I worked on new products, from concept to launch. I worked with agencies on advertising and communication campaigns. I worked on finding ways to improve our product quality and margins, and coordinated with global teams to keep our strategy aligned around the world.

aging a large team of cross-functional partners. From business school I’ve brought the leadership and negotiations skills required to ensure I’m getting the best work from my team and that we’re meeting all of our deadlines and milestones. Additionally, I have to be able to pull myself out of the details and think about my brand strategically: How do my projects fit in the bigger picture? What is the long term vision for my brand?

What did you really like about your internship?

I worked as a management consultant and as a project manager in the strategy group of a music company.

I liked that I got to use my creative, strategic, and analytic skills every day. Tere are so many different elements to the job and every day is different so I feel like I’m always learning and developing. Te internship prepared me for that. I also loved my fellow interns and the brand managers we worked with. Now that I’m here full time, I’ve got a great group of close friends whom I worked with as an intern.

How did you get the internship?

What did you dislike?

What did you do before?

Trough on-campus recruiting at my business Working at a big, public company comes with its fair school. I met representatives from the company, had share of politics and bureaucracy. Te training was informational interviews with them and realized the great, but sometimes I wished we could be more nimble company would be a good fit for me. Investing the and take more risks without getting bogged down in time in getting to know the company and building processes. relationships kept me top-of-mind when it came time to select candidates to interview. What’s one thing you learned in your

internship? N 5 R E S R T E E N T I L I P L F A A O E R H C R P


What are your career aspirations? Te internship led to a full-time job, so right now I’m getting a great education in marketing from a worldclass marketing company. Eventually, I’d like to either start my own company or work for a smaller company where I can apply the skills I’m developing in brand management.

What kinds of people do well in this industry? People who are self-motivated leaders. As a brand manager, I’m managing several projects at once and man-

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Tat brand management is not solely marketing. It’s more general management with a healthy dose of marketing and strategy.

How can someone get an internship like yours? Network with industry professionals and learn about the various companies and their cultures. Study marketing and show a genuine interest in products and the consumer insights behind every decision the company made to getting that product to market. From the packaging to the advertisement, the consumer is at the cen-



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ter of CPG; incorporating that perspective in interviews can be helpful.

What do you really like about your internship?

How did the internship prepare you for your current role as a brand manager?

Te people. Tey’re very supportive of each other and work well together. Also, I have a great deal of client interaction, and they aren’t afraid to allow me to take on real projects. Tat’s great exposure.

Not only was I able to see that my internship company was one where I then wanted to work full time, but I was exposed to best practices that I now employ. It also solidified the fact that I’m passionate about brand management and allowed me to begin forming strong contacts in the company.

ADVERTISING INTERN

What do you dislike? Te toughest thing about the job is the strict emphasis on deadlines. Tey cannot be pushed back under any circumstances. It means a lot of late hours.

Looking back on your job search, what do you wish you had done differently? Kept in closer contact with some of the other people I worked with.

What do you do in your internship? I’m a part of the account services team at a big advertising agency, working on the account for a Fortune 500 automobile manufacturer.

What did you do before? College. Tis is my first real job.

How can someone get a job like yours? If you’re interested in the advertising industry, make as many contacts as possible, even if it means cold-calling executives and setting up informational interviews. Te industry is all about whom you know. Contacts from the past can be very useful in the future.

How did you get your internship? Trough networking. A friend of my father’s knows the general manager of the agency.







At this point, I’m not sure.

What kinds of people do well in internships? People who communicate well with others, who are willing to learn by doing, and are comfortable taking responsibility for a project with minimal supervision.




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IT INTERN

What did you learn from the job?

I learned that success is defined by far more ways than just getting an “A”—it isn’t the approval of others that I was an I leadership program intern with a global makes you successful. Everybody has to define their Fortune 100 company. My primary focus was on own version of success, then use their ambition, creativenhancing the user interface for a field-service Web ity and thirst for knowledge to get there. Plus, learning application that was used for monitoring corrosion lev- how to measure the corrosion levels within metal pipes els inside of pipes in nuclear facilities. without having to look inside them was pretty cool, too.

What did you do at your internship?

Before your internship, what was your experience? Various summer jobs, including primary technician and business manager for a local computer repair shop, as well as year-round jobs with the I department at my university.

What did you like most about your internship? I was given business-critical projects to run. I had the flexibility to tackle the challenges in my own way, but I also had guidance from my manager and other mentors at the company. Tis gave me exposure to the company’s upper management, helping me fast-track my career. Within the first month of my senior year, I got an offer with a full-time position with the company. Tat took a tremendous amount of pressure off of what could have been a stressful year of job hunting.

INTERN FOR A CONSUMER APPLIANCE MANUFACTURER What do you do in your internship? I work in the marketing communications department.

What did you do before? I worked for five years in an advertising agency as an account planner and supervisor before going back to B-school for an MBA.

How did you get your internship? Trough on-campus career services.

What are your career aspirations? Anything you disliked? N 5 R E S R T E E N T I L I P L F A A O E R H C R P


Looking back, there was very little not to like. It was an environment where, if there were any frustrations, they were addressed quickly and turned around.

How can someone get an internship like yours?

I want to start my own creative hot shop or PR agency about six years down the road.

Who does well in this kind of internship? People who are articulate, creative and have good people skills.

Attend your university career fairs, become very tight with your school’s career development center, and speak with past alumni in similar degrees that have taken a path that you desire—to learn how they did it.

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What do you really like about your internship? Tat I learn something new every day. I’m surrounded with people who have tons of experience and are willing to share it with me. Tey also let me take initiative and try new things. And the job itself allows a lot of room for creative expression.


What do you dislike? Te hours can be very long. And the pay’s not as sweet as consulting or investment banking.

Looking back on your career or job search, what do you wish you had done differently?


I probably should not have spent so much time in one industry. I could have come back to school quicker, in, say, three years rather than five.

How can someone get a job like yours?


Get an internship with an agency. It most likely will be unpaid, but that’s the best way to get your foot in the door. You’ll get exposure not just to the agency, but to its clients.





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For Your Reference


Recommended Resources ............ 44

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RECOMMENDED RESOURCES

is password-protected. Whatever the case, this is a key resource when you’re researching your ideal internship.

› HE RESOURCES LISED here are a small sam-

Employer Research

pling of the information available to help you land an internship.

Learn about the companies or organizations you want to target: Te Business Journals (www.bizjournals.com): Business news from 41 local markets and 46 industries. PR Newswire (www.prnewswire.com/news/) WetFeet’s industry and company profiles (www. wetfeet.com) •

ONLINE RESOURCES WetFeet’s InternshipPrograms.com (www.internshipprograms.com): Find internship postings by location, industry, or keyword. JobWeb (www.jobweb.com): Hosted by the National Association of Colleges and Employers, this useful website provides resources and statistics on co-ops and internships. CollegeGrad.com (www.collegegrad.com): Tis extensive site has postings for internships and fulltime positions. Internships-USA (www.internships-usa.com): Tis website lists thousands of internships in the U.S. with hundreds of employers and organizations. InternJobs.com (www.internjobs.com): Global database of internships and entry-level positions for students, recent graduates, and career changers. InternWeb.com (www.internweb.com): Database searchable by internship type, employer type, and state. Monster College (college.monster.com/education) Te leading job-posting board offers a section tailored to college students. Internships.com (www.internships.com) Website linking potential interns with employers. USAintern (www.usaintern.com) Resource for finding internships and volunteer opportunities.

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Publications with Company Lists Some of the best-known lists about employers can be found through a good local library or through paid subscriptions to the following magazines: Business 2.0 (http://money.cnn.com/magazines/ business2/) Bloomberg Businessweek (www.businessweek.com) Forbes (www.forbes.com) Fortune (http://money.cnn.com/magazines/fortune/) Inc. (www.inc.com) •

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YOUR CAREER CENTER WEBSITE E 5 E 5 C C R R R N R N U E U E E E O T O T R R Y P Y E P E A R F A R F E H O E H O C F R C F R

Your university’s career center will probably have information on internships on its website. Sometimes this will take the form of a database listing the employers who will be targeting your school and the internships they’re making available. In most cases, this information

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Professional Associations Search information on associations in every field imaginable using the directory provided by Internet Public



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Library’s database (www.ipl.org/div/aon/). Some key associations to target are: American Management Association (www.amanet.org) American Marketing Association (www.marketingpower.com) Association for Financial Professionals (www.afponline.org) Society for Human Resource Management (www.shrm.org)

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SPECIFIC OPPORTUNITIES Some of the programs listed here require registration or a fee. Programs have different requirements for participation—a few are open only to students.

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Business and Multiple Areas • •

Rising Star Internships (www.rsinternships.com) National internships (www.internships.com)

Internship Programs for Minority Students INROADS (www.inroads.org) Sponsors for Educational Opportunity (www.seo-ny.org)

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British Universities North America Club (www.bunac.org) Center for International Career Development (www.cicdgo.com) Council on International Educational Exchange (www.ciee.org) Cross-Cultural Solutions (www.crossculturalsolutions.org) EducationUSA (educationusa.state.gov) Intern Abroad (www.InternAbroad.com) Te International Association for the Exchange of Students for echnical Experience (www.iaeste.org) International Institute for Cooperation and Development (www.iicd.org) Internship International (www.internshipinternational.com)

Te Back Door Guide to Short-erm Job Adventures

Students.gov (www.students.gov) Note that this website was retired in October 2011, but it still provides links to useful information. Te Environmental Careers Organization (www.eco.org) Idealist.org: Action Without Borders (www.idealist.org) VolunteerMatch (www.volunteermatch.org) Washington Internship Institute (www.ielnet.org)

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Michael Landes (Ten Speed Press, 2005)

Internships for Dummies National Directory of Arts Internships Warren Christensen and Debbie McAfee (National Network for Artist Placement, 2005)


Peterson’s Internships Peterson’s Guides, 2005

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Te Internship Bible

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Princeton Review, 2005

International Programs—Internships and Work Exchange AIESEC International (www.aiesec.org) Association for International Practical raining (www.aipt.org)

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Te Internship Series from Career Education Institutes

R R C C E E F F H H F O F O A E A E R P R R P R Y T E T Y E E O N E O R N U C U R C R E 5 E R 5

(www.internships-usa.com/books.htm)

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Craig P. Donovan and Jim Garnett (For Dummies, 2001)

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RESOURCES IN PRINT

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Nonprofit and U.S. Federal Government Opportunities


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>> The WetFeet Story WetFeet was founded in 1994 by Stanford MBAs Gary Alpert and Steve Pollock. While exploring their next career moves, they needed products like the WetFeet Insider Guides to guide them through their research and interviews. But these resources didn’t exist yet—so they started writing! Since then, millions of job seekers have used the WetFeet Insider Guides and WetFeet.com to research their next career move. In 2007 WetFeet became part of Universum Communications, the global leader in employer branding. Thanks to the integration of WetFeet into the Universum group, WetFeet products are now used by job seekers all over the world. In addition to our Insider Guides and WetFeet.com, we produce WetFeet magazine, which features career advice tailored to undergraduate students.

>> The WetFeet Name The inspiration for our name comes from a popular business school case study about L.L. Bean, the successful mail-order company. Leon Leonwood Bean got his start because he literally got his feet wet: Every time he went hunting in the Maine woods, his shoes leaked. One day he set out to make a better hunting shoe, doing such a good job that his friends lined up to buy pairs of the boots. And so L.L. Bean was born. The lesson we took from the Bean case? Well, it shows that getting your feet wet is the first step toward achieving success. And that’s what WetFeet is here for: To help you get your feet wet and take the right steps toward ever-greater career goals, whatever they may be.

Getting Your Ideal Internship

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