How to Make MBA Internships Productive and Fulfilling

Kurt Piemonte, Career & Immigration advisor at the Harvard Business School (HBS), says expectations of students regarding internships have changed, presenting a new set of challenges for interns and employers alike.

Many of them are seeking roles in smaller companies, where they could get opportunities for more hands-on involvement and greater creative thinking. However, very few of the smaller companies, especially start-ups, have the human resources staff necessary for managing the recruiting process. The larger institutions may lack the structures needed to accommodate the more entrepreneurial candidate.

For designing a successful project Cotterman says it is necessary to clarify with the interns about their expectations from day one. She also echoed Piemonte’s views on the need for assigning a point person “who takes ownership of the relationship.

In any case, interns and employers need to work together to design an internship project that rewards both the parties. “Remember, you only have eight to twelve weeks of internship…Students and recruiters should meet together and plan ahead to make the most of the available time,” Piemonte was quoted as saying in an HBS blog post.

He lists two points, the first being a clear reporting structure, ideally a senior manager who could serve as a mentor. He or she should be prepared to meet with the intern regularly, preferably at least once a week.

The second point is about a defined deliverable such as a proposal, a presentation, or a product/process design. It would keep the interns focused and convey a seriousness of purpose that both parties respect.

Amanda Cotterman (HBS 2012), who heads EquaLife Group, a start-up on “building and creating consumer-related businesses” in Africa, has had four HBS interns working for her in the past five years.

She feels that it is beneficial for the students to learn on the ground and her firm gets quality talent.  “We’re always thinking about where they can add tangible value over a short period of time,” she is quoted as saying on the blog.

Thus, she allowed her firm EquaLife’s most recent intern, Kristina Hristova, to take the lead in the creation of an online training program for potential childcare givers. Cotterman emphasises the need for flexibility on both sides to ensure success. In Kristina’s case, she held a brainstorming session to guide her thinking, then gave her a lot of ownership on taking charge of the project. For a deliverable, Kristina was asked to investigate and select the most appropriate technology platform for the training.

For designing a successful project Cotterman says it is necessary to clarify with the interns about their expectations from day one. She also echoed Piemonte’s views on the need for assigning a point person “who takes ownership of the relationship.

The interns should also be helped in basic necessities like living accommodation, transport and means of communication. They would then be able to spend the short duration of the internship in a more productive manner.

The interns also need to be given practical goals that could be achieved in a short duration. Thus, she avoids giving them anything that takes a long time to implement.

Piemonte also suggests that interns and decision-makers should meet early in the summer to show their mutual interest and commitment. Cotterman warns against treating interns as cheap labour. Internships are a responsibility of both parties, she adds.