Getting Your Ideal Internship

WHERE TO FIND THE BEST OPPORTUNITIES HOW TO TURN AN INTERNSHIP INTO A JOB OFFER PROFILES OF REAL INTERNS AT WORK
GETTING YOUR
IDEAL INTERNSHIP
i nsi der gui de

6
TH
edition
Licensed to bas@universum.se - 634624922762353533
>> The WetFeet Methodology
You hold in your hands a copy of the highest-quality research available for job seekers.
Weve 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 job 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 writersexperts at reading between the linesspeak with company recruiting staff
members to make sure you get accurate information about the recruiting process, compensation,
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. And because WetFeet retains all editorial
control of our Insider Guides, you can be confident youre reading the unvarnished truth, not
corporate PR.
Were eager to hear about your experiences on the recruiting front, and we welcome your feedback
(both positive and negative) about our products and services. Dont hesitate to contact us at
orders@wetfeet.com.
>>
The WetFeet Guarantee
Youve got enough on your mind with your job search in full swing. So, if you dont like this
Insider Guide, send it back within 15 days of purchase and well refund your money.
Contact us at 215-546-4900 or orders@wetfeet.com
6
th
edition
INSIDER
GUIDE
Getting Your
Ideal Internship
GYII_FNL_11.21HS.indd 1 12/7/11 12:34 PM
Getting Your Ideal Internship
WETFEET
1518 Walnut St.
Suite 1800
Philadelphia, PA 19102
Phone: (215) 546-4900
Fax: (215) 546-9921
Website: www.wetfeet.com
GETTING YOUR IDEAL INTERNSHIP
6
TH
Edition
ISBN: 978-1-58207-985-1
PHOTOCOPYING IS PROHIBITED
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
CHAPTER
3
2 1
1 INTERNSHIPS:
THE BIG
PICTURE
2 Overview

2 Benefits of
Internships
3 Why They
Want You
5 THE SEARCH
6 Types of
Internships

7 The Scoop on
Unpaid Internships
9 Sources for
Internship Leads
10 Identifying Your
Ideal Internship

11 Internships Abroad
13 Timing the Search
15 GETTING HIRED
16 The Recruiting
Process

17 What Employers
Want
18 Timeline: Landing
an Internship
19 Getting Your
Act Together
19 Interviewing 101
6
th
edition
4
23 NAVIGATING
YOUR INTERNSHIP
24 Hitting the
Ground Running

25 Acting Like a Pro
27 Making the Most
of Your Internship
29 Timeline:
Your Internship
5
35 REAL INTERN
PROFILES
36 Architecture Intern

36 Magazine Editorial
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
contents
6
43 FOR YOUR
REFERENCE
44 Recommended
Resources

1
Internships:
The Big Picture
1
Overview .......................................2
Benets of Internships ..................2
Why Tey Want You .....................3
2 WETFEET I NSI DER GUI DE
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
OVERVIEW
AN INTERNSHIP CAN be one of the most eec-
tive tools for success in the business worlda vehicle
to take you from where you are to where you want to
go. Tis is true whether youre an undergrad taking the
rst steps in exploring your options, a graduate student
with a clear idea of your career goals, or even an experi-
enced professional aiming to change careers.
Internships give you new skills, provide memorable
experiences and measurable accomplishments, and let
you make valuable professional connections.
But be aware: Generally speaking, getting an
internship is not a way to make a living. Many interns
arent paid. Te idea is that the chance to beef up your
resume while doing valuable work in a real-world set-
ting should be its own reward. Still, compensation
policies will vary by industry, with the more glamor-
ous industries paying the least, if anything. If youre
aiming for an internship in entertainment, sports,
advertising, or journalism, expect to work for free.
Also, take into account your level of experience. Te
wider the gap in experience between you and a true
industry professional, the more willing you should be
to work without pay. Its possible to start for free, then
request a review along the road to evaluate whether
you should be paid. Some internships may qualify as
independent study, gaining you academic credits.
Te availability of internships is less aected by
uctuations in the economy than you might think.
Teres good business sense (some might even say
cynicism) behind this: When a rough economy forces
a company to cut back on its full-time employees,
interns can sometimes ll the gap. Te internship is a
short commitment, and doesnt aect the companys
headcount. Also, some industries simply dont have
the funds to function without interns.
BENEFITS OF
INTERNSHIPS
THE EXPERIENCE YOU add to your resume as
the result of a well-chosen internship will give you an
advantage over your peers. Internships are a means
of inside access; they connect you to the networks of
people who inuence hiring. Getting an internship is
not a guarantee of a full-time position, but it certainly
increases your chances. And in some industriesfor
instance, nance and accountingcompanies hire
almost exclusively out of internship programs.

SKILL BUILDING
Even if your internship doesnt result in a job at the
company, it will still help you build marketable skills.
Te eldwork is a chance to hone your communication
skills, learn how to work as part of a team, take owner-
ship of projects, and gure out how to take initiative.
INDUSTRY EXPOSURE
Te knowledge youll acquire in an internship will
be rsthand. Sure, you can nd out about industry
trends, key players, and company performance on the
Internet. But that cant compare to what youll learn
working alongside the pros. Why was Product X intro-
duced? Why did they change the marketing strategy
for Service Y? Of all the competitors a company has,
which is the one that poses the biggest threat? As
an intern, youll gain insights you couldnt possibly
obtain by research alone.
INSIDER SCOOP
Our internship program is a key tool for identifying
our future consultants.
TIP >
By the time they graduate from college, many
of your peers have already taken advantage
of internships to develop their careersand
youll be competing against them for jobs.
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
3
NETWORKING, MENTORING,
AND REFERENCES
How many times have you heard, Its who you know?
Your supervisors, coworkers, and fellow interns likely
all have connections to the hidden job market.
Ask thoughtful questions and reveal your interests.
Establish a positive relationship with your supervisor,
and ensure you receive evaluations during and at the
end of your tenure. Even if your ties to the organiza-
tion dont guarantee a full-time job, they can be a valu-
able source of recommendations or references for your
next career move.
ACADEMIC CREDIT
Many schools oer academic credit for approved
internships in your area of study. Generally, to receive
credit, you must get prior approval. Check with your
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.
WHY THEY
WANT YOU
INTERNS PERFORM REAL work for companies.
Tey can provide useful extra hands on special proj-
ects. Moreover, an internship program can help a com-
pany 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,
says one senior marketing director. We get to see how
they perform on the job for 10 to 12 weeks doing real
work. Its the surest way of nding out if theres a good
t between us and the student.
Employers sometimes use interns to test the super-
visory skills of management candidates within the
company. Coaching, mentoring, training, and delegat-
ing are all interpersonal managerial skills employees
need to develop to gain promotions. Some companies
even ask interns if their supervisors are doing a good
job in training them.
TIP >
While youre gleaning inside information
about the nature of the work, future projects,
and areas of growth, youre 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.
INSIDER SCOOP
We like to hire people whove already worked at
the company. Its a matter of try before you buy.
The Search
2
Types of Internships ......................6
Te Scoop on
Unpaid Internships ....................... 7
Sources for Internship Leads .........9
Identifying Your
Ideal Internship ........................... 10
Internships Abroad.......................11
Timing the Search ....................... 13
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
TYPES OF
INTERNSHIPS
THIS GUIDE USES the term internship to cover any
experiential learning opportunity: a position, paid or
unpaid, developed for people who are in a school pro-
gram (undergraduate or postgraduate), have recently
left college, or who have professional experience but are
aiming to change careers.

SUMMER INTERNSHIPS
Tis is the most common type of internship, bring-
ing students on board during their summer vacations.
Some companies may hire interns for a quarter or a
semester during the school year. Tese positions are
labeled according to the academic period involved, such
as fall intern or winter quarter intern.
SUMMER ASSOCIATE PROGRAM
If you have an internship in the legal, banking, or
strategy consulting elds, particularly if youre in law
school or getting an MBA, youre likely to have the
title summer associate. Tese rms, even more than
other employers, look for new full-time associates from
within the ranks of their interns. Te title itself is some-
thing of a marketing tool used to attract candidates,
implying that summer associate is the step before associ-
ate. In some MBA disciplines, you cant get a diploma
without having served as a summer associate between
your rst 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 rms, 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-
ties outside the schools purview, corporations will
often design co-ops in partnership with universities and
will be considered part of the educational experience.
Co-ops are usually paid.
Technology employers, such as engineering and
computer/IT companies, are the most likely to have
co-op programs. Career centers for engineering and
computer science are especially familiar with these
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
serve as an employers way of screening and training
future professionals.
OTHER ROUTES TO
EXPERIENTIAL EDUCATION
Temping
If used shrewdly by a student, temporary agencies can
become a sort of paid internship. General temp agen-
cies typically oer standard oce work, but special-
ized stang agencies fulll requests for temporary
and permanent sta in particular elds. A number of
national as well as smaller regional stang rms include
specialized divisions such as management/consulting,
accounting/nance, legal, technology, and creative/
marketing.
If no specialized stang agency serves your area, you
can go with a general temp agency and request particu-
lar placements, such as with biotech companies or PR
rms. 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 examplefor
which it has a hard time fullling orders.
TIP >
Develop a solid command of the industry and
the employer to demonstrate your knowl-
edge and your desire to work with your target
companies.
7
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
WETFEET I NSI DER GUI DE
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
Making Your Own Internship
What if the organization youre targeting doesnt 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 start-
ups. Teyre likely to have the exibility to be open to
your project ideas. Research the company; nd ways its
activities dovetail with your own interests and career
goals. Find someone in the department where youd like
to work. Discuss some of your own strengths as a way
of kick-starting ideas. You could nd a way of helping
the company while furthering your professional goals.
Some companies do have formal programs at national
or regional headquartersbut that doesnt mean you
cant target a branch oce for project work. If these com-
panies try to redirect you to their conventional recruit-
ing pipelines, emphasize you want to create a unique
experience and youd prefer to take less compensation in
return for having more control over your work.
THE SCOOP
ON UNPAID
INTERNSHIPS
WORKING FOR FREE may sound like a raw deal.
Te unfortunate reality is that many internships come
with no paycheck attached, and that may leave you feel-
ing a bit exploited. Volunteering at a nonprot is one
thing, but being taken advantage of by a moneymaking
enterprise is quite another. Although theres no deny-
ing the nancial diculty presented by a summer or
semester of unpaid work, in many cases the internship
will provide a value that goes well beyond dollars and
cents. Te experience may be its own reward. So could
the ability to add an elite name to your resume and the
opportunity to rub elbows with industry power players.
Before you talk yourself out of an unpaid internship,
consider the following:
Fear: Id be better o making money at a regular summer
job.
Reality: Internships are a perfect way to test-drive a job
or industry before graduation. Love writing for your
universitys newspaper, but wonder whether a profes-
sional newsroom is the place for you? An internship
provides a glimpse of what its like to work in the indus-
try. Whether you end up loving or hating it, what you
learn from the experience will shape your post-college
job search.
Fear: Im going to end up stung envelopes and fetching
lattes every day.
Reality: Ultimately, its not the tasks that count; its
whom youre 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,
youll be meeting the people they meet. Make sure to
SELF-MADE INTERNSHIPS
Chris, a student
at the University
of Texas at Austin,
contacted an alum-
nus who had just
taken a job in Nikes
childrens apparel
division. Chris had
done some research
on this market and
analyzed key
competitors. He
shared his percep-
tions 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.
Michael contacted
Capital Sports &
Entertainment
(CSE), the agency
that represents
Lance Armstrong. He
proposed a num-
ber of ideas that
could help the firm
generate revenue.
His enthusiasm and
follow-through led
to a summer intern-
ship, 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.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
Fear: Teyll stick me in a broom closet and forget
about me.
Reality: In many cases, the reason a company will
engage interns is that theres real work to be done. If you
cant 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 manageras little as 20 minutes a week will do.
Tese sessions will help you gauge where you need to
develop professionally, make sure youre workload is
appropriate, and allow you to seek out new, interesting
projects.
take advantage of your insider statusdont be afraid to
oer to buy a cup of coee for senior employees.
Fear: Teyll take advantage of my hunger for experience.
Reality: Not if youve done your research beforehand.
Identify the companies you hope to work for, then
research each one. Does a company have a good repu-
tation within the community? Does its website explain
the internship in any detail? Try to contact the person
in charge of the internship program to ask about the
structure of the program and the types of activities
youll do. Visit your schools career services oceit
might be able to help you connect with students or
alums whove interned at the same place. Te more
you know about the internship, the better youll be
able to gauge what lies ahead.
Fear: Without a paycheck, I wont have anything to show
for the time I spent there.
Reality: If youre 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 youre setting up an intern-
ship on your own, be sure to ask probing questions in
your interview about the sorts of tasks youll be given,
the projects youll be expected to complete, and whom
youll report to. Find out if youll 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.
INSIDER SCOOP
Youre just as responsible for ensuring that the in-
ternship is mutually beneficial as the employer is.
Find out if youll 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.
9
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
SOURCES FOR
INTERNSHIP LEADS
PERSONAL RESOURCES
Your friends, family, and school contacts might have
ideas and connections that can help you identify and
land that ideal internship:
Family
More solid opportunities come from contacts made
through family members than any other source.
Friends
Use them well, and nd out if their families have con-
nections.
Professors
Treat 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, its a career centers job to help you get
a position, not to get it for you.
Alumni
Te alumni oce and its website will usually provide the
means to search for alumni in your targeted industry.
GENERAL RESOURCES
A wealth of internship-related information is available
from the following sources:
Job Fairs
Tese oer opportunities to speak directly with com-
pany representatives about current or future opportu-
nities. It helps to have a resume and a focused message
to make the most of the recruiters time. Check out the
WetFeet guide, Conquering the Career Fair, for more
information.
Internet
Job and career websites and company websites all have
searchable databases. A job-posting site could oer hid-
den gemsalong with plenty of duds.
Trade Publications
Tese often list internship programs, with contact
information and descriptive summaries.
Professional Conferences
Most have student rates; some let you attend for free in
exchange for one day of volunteering. Also, most con-
ferences have student receptions. Attend them to net-
work with peers and working professionals.
Company Websites
Many students overlook the career section of a com-
panys website in favor of the big job-posting sites.
However, many company sites let you apply online.
Even 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 theres a career youre interested in, theres a profes-
sional, dues-paying association for it. Most have student
rates. Contact the association to learn about intern-
ship opportunities. Local chapter meetings may present
opportunities to nd out whos hiring.
News
Whos hot and whos not? Keeping up on the news can
give you the inside scoop on why you should call a tar-
get company, and it can help you propose a study on
industry trends.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
IDENTIFYING YOUR
IDEAL INTERNSHIP
THERE ARE SEVERAL options for identifying
and securing internships. Whether youre interviewing
through on-campus recruiting programs or using other
methods, you are ultimately your own headhunter.
Some companies with formal programs may not recruit
on your campus and others may not even have for-
mal programs, but you should still be looking at these
employers. In these cases, the path is similar to the on-
campus process, but you must initiate contact.
DIG DEEP
You would not buy a car without doing research on
it. Treat an internship the same way. Unfortunately,
theres no Consumer Reports for internships. Te
companys website will oer a basic outline with a cer-
tain amount of hype; you certainly arent 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 schools
alumni database. With a little bit of initiative you
can turn these resources into veritable Wikipedias of
information about internships. When you target a
specic company, use the sites search function to nd
some recent interns within your network. When you
spot them, send friendly queries about their intern-
ing 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, and toxic and suocating, move on to other
employers.
FIND A MENTOR
A mentor can be an invaluable support in your intern-
ship search. Trough your personal networkfriends,
family, previous jobsyou should nd an experienced
person in you chosen eld and cultivate the relation-
ship. A mentor, wise to the ways of the world and the
workplace, can help you realize your goals. She will have
ideas about which companies will make good targets for
your internship search. She also can serve as an example
of how success is achieved in your industry, set a bench-
mark for the skills youll need, and provide insight on
how to avoid the typical pitfalls.
SELF-ASSESSMENT
Because internships take many forms, you should ask
yourself some hard questions before beginning your
search.
1. Your objectives:
What industry do you want to work in?
What kind of role do you see yourself lling?
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 specic city?
Do you want to work for an organization of a
specic size?
2. Your interests and abilities:
What types of mental challenges do you enjoy?
YOUR HOMEWORK ASSIGNMENT
Research is the single
most important thing
you can do before any
interview. With so
many resources avail-
ablethe Internet,
career centers, career
fairstheres no
excuse for being
uninformed. But the
most critical part of
your research will be
contacting people
with experience in
the company and
within the field. Talk
to alumni who have
worked for your pro-
spective employer.
Meet with peers
whove done intern-
ships in the same
target functional
area or industry.
Theyll help you pick
up the lingo and give
you a clear, insight-
ful understanding of
the industry and the
company itself.
11
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
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 personality:
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 exibility or are you more comfortable with
open-ended assignments that require you to be a
self-starter?
INTERNSHIPS
ABROAD
YOUR INTERNSHIP SEARCH could be a great
opportunity to nd work overseas. In fact, work pro-
grams are becoming more prevalent as alternatives to
traditional foreign study. From a summer analyst posi-
tion at a Brazilian investment bank to an environmental
conservation internship with a Bangladeshi nonprot,
opportunities for interning in a foreign land are attain-
able.
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
heading abroad. Te process may be easier if youre
working for a U.S. company with overseas oces.
U.S.-based programs oering 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. Youll 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 exibility 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 wont 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 oce,
College grads who understand that their customers or
their clients might come from a dierent background
than their own have an important skill set.
TAKE INVENTORY
When youre trying to identify internship opportunities
abroad, start by considering your motives. Do you see
this experience as a way to hone specic work-related
skills, or more as a cultural immersion? Consider your
level of comfort with risk. Would you be okay going to
a country where you dont know the language? Are you
willing to work in a third-world country or one where
women dont enjoy equal rights?
By eshing out your objectives, you should be
able to narrow your search to two or three countries.
Further, consider the feasibility of each: Do you have
INSIDER SCOOP
Even before I applied for the internship in
Bangalore, I got grilled by people in my universitys
co-op office. They wanted to make sure that I could
handle the adversity of India, and the fact that
Id be one of only two or three Americans in the
company.
INSIDER SCOOP
Whether youre in Mumbai or San Juan, it helps to
have people on the ground.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
friends or family living abroad? Do you have back-
ground knowledge of a specic country through your
studies? Is there a special skill you can hone only in one
particular country or region?
Use your schools 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), oering comprehensive job
listings and guides to individual countries, along with
lists of top employers and visa regulations.
Dont hesitate to tap into the powerful network-
ing 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, theres 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, youll nd
theyre eager to help.
You might consider using a for-profit placement
program to help you find your overseas internship.
Sure, youll be spending money, but considering
the time youll save in research and arrangements,
the fee may be worth it. Still, find out something
about the outfits reputation before laying down
your hard-earned cash. And make sure its offering
the kind of experience youre aiming fornot a glo-
rified field trip.
MAKE IT COUNT
Foreign rms may have a dierent idea of what the
word intern means than a domestic employer would.
To ensure an enriching experience, you should get
the job description, development plan, and the
employers expectations on paper before you set sail.
If you work for an American rm abroad, youre
more likely to go through a classic internship. Youll
also nd 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 rmyoull be more immersed
in corporate culture than local culture. A career-
services pro says, You can live and work in another
INSIDER SCOOP
When I spent a semester interning in Greece, they
honestly didnt know what to do with me. They
were almost afraid to delegate their work.
INTERNATIONAL STUDENTS
If youre a foreign
national studying in
the U.S., your intern-
ship 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 inter-
national students
for permanent work
authorization, so
those employers are
unlikely to hire inter-
national students as
interns. If your uni-
versity 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.
13
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

2
T
H
E

S
E
A
R
C
H
WHEN TO RUN THE OTHER WAY
It promises quick
money and lots of
it. If it sounds too
good to be trueit
is.
Its a small organi-
zation you cant find
in the Yellow Pages.
The employer adver-
tises its intern-
ships on flyers all
over campus.
Its a sales-related
job and the pay
is based on
commission.
The employer
doesnt inquire
about your
experience, back-
ground, or career
interests to see if
youre a good fit for
the position.
You get vague
answers to your
questions about the
work youd be doing.
The offices are in
a questionable
location, such as a
warehouse area or a
persons home.
The employer
doesnt 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!
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 unchal-
lenging busywork that an employer would
rather not assign to staff. You might get paid
at this type of job, but chances are slim youll
rack up good, resume-building experience.
Here are some tips for recognizing shady
internships:
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
THERES NO HARD-AND-FAST 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
youll 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: applica-
tion 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 youre unclear
about your career goals, you might need more time
than if you already know your functional area and tar-
get companies. But be sure to begin the process several
months before you hope to start an internship. Tis
means that the process of nding a summer internship
should begin in the fall for undergraduates; for graduate
students, it usually begins before the school year starts.
Getting Hired
3
Te Recruiting Process ................ 16
What Employers Want ................ 17
Timeline: Landing
an Internship............................... 18
Getting Your Act Together .......... 19
Interviewing 101 ......................... 19
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
THE RECRUITING
PROCESS
RULES OF ENGAGEMENT
As you aim for that ideal internship, youll be compet-
ing with many other highly qualied candidates. Here
are some ways you can improve your odds:
Use Your Best Resource
Career centers are your greatest ally in the recruiting
process. Take 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.
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 companys products
and operations. Use the news media, Web sources, and
any information your career center can provide.
Stay Focused
You cantand shouldnt want toapply to every
internship you come across. Nor should you try to talk
to every recruiter who shows up on campus. If youre
looking at a list of twenty ve companies, choose the
top ve. Tat focus will help you delve into each com-
pany and tailor your pitch to the particular opportu-
nity. Otherwise, youll be spreading yourself too thin.
Go into Training
If possible, schedule a mock interview at your schools
career center. Some centers will videotape the interview
so you can review your performance. Get your resume
critiqued and attend interview workshops.
Do Legwork
Dont sit around and wait for recruiters to come to you.
Find good contacts at the companypeople with a role
in internship hiring decisionsthrough your alumni
database, through LinkedIn, and through whatever per-
sonal contacts youve established. Email them, tell them
about yourself and your qualications, and explain your
reasons for wanting this internship.
Make Contact
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 prole. Become a friend or fan, and send
the company a message. Let the recruiter know youre
looking forward to meeting. Make yourself stand out
from the competition by showing a sincere interest in
the company. Dont forget to double-check your spell-
ing. And dont be a Facebook stalker: One message is
enough.
Be a Good Sport
If you get a no at any point, take it gracefully. Sending
the representative a thank-you note is a good touch.
ON-CAMPUS RECRUITING
Te classic internship recruiting process, in which
students work with the companies who scout on
campus, follows a general pattern.
1. Youll start by registering with the career oce and
completing a prole that includes at least one ver-
sion of your resume.
2. Youll submit your resume to compete for inter-
view slots. On many campuses, this is known as the
resume drop.
3. If a company has chosen you as a candidate, its rep-
resentatives will interview on campus.
4. If you make the cut, the next round of interviews
takes place at corporate oces.
17
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
WHAT EMPLOYERS
WANT
AS AN ORGANIZATION screens candidates during
career fairs and interviews, its looking at three things:
ability, possibility, and t:
1. Ability is the sum of your past achievements, your
aptitude, and your skills. Tese are the elements you
can oer an employer right o the bat. Even though
employers will not expect a student to have a huge
amount of work experience, your grades will oer 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
employeryour potential. Your past projects may
oer 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 oer the company.
3. Fit is suitability, a knack for adapting to and inter-
nalizing the company culture. Can you work within
the system?
YOUR SKILL SET
Besides the general characteristics detailed above,
recruiters are keeping an eye out for specic skills. In
your resume, in your interaction with recruiters, and of
course during your interview, you should highlight the
following.
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
(Tell me about yourself. Why do you want to work
for us? How do you imagine your career path?).
Make your answers concise and informative.
Integrity
Be truthful in all your dealings with the organization.
Dont exaggerate your GPA; dont put false information
on your resume. And dont withhold information youll
have to reveal if you get the internship.
People Skills
Draw on your life experience to demonstrate you
can deal with people eectively 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 eectively as a babysitter? Did
you collaborate on the set design for a school play?
Technical Skills
Tese vary from industry to industry. But if youre look-
ing for an internship at an investment bank, you had
better be able to demonstrate your aptitude at nancial
analysis. You wont have much of a shot at an IT intern-
ship if youve never taken a course in computer technol-
ogy. And if youre looking for a spot on a magazine, you
better have the clippings to argue for it.
Initiative
Your behavior during the recruiting process is a key to
demonstrate youre motivated. Dont expect the recruit-
ers to hold your hand; show them through your actions
that youre 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.
Work Ethic
Oer examples of how your hard work helped you
accomplish a task. Make sure recruiters know about
your nonacademic achievements: Perhaps youre an
accomplished pianist, or a green belt in tae kwon
do. Volunteer work is a great indicator of your work
ethicif youre a Big Brother or Big Sister, dont hide it!
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
TIMELINE: LANDING
AN INTERNSHIP
YOU WANT TO start thinking about your intern-
ship well in advanceas much as a year ahead. Heres
a rough idea of the various steps youll need to take and
when youll 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 oered
by university career services centers.
Prepare your resume.
Check the job listings on your schools career cen-
ter 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 inter-
views, and to pick up information about the organi-
zation. (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 nd potential
sources through your schools alumni database or
LinkedIn.
Start applying for summer opportunities.
Fall Break, Thanksgiving, and Winter Break
Start your networking in earnest. Let your family,
friends, relatives, former teachers and coaches know
youre looking for summer opportunities.
Attend on-campus employer information sessions.
Identify and research local employers while home
during the break.
Spring Semester
Review the Fall Semester items listed above, not-
ing 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 materi-
als arrived (allow sucient time for applications to
get to their destinations before calling); ask if the
employer needs any further information from you.
If the employer isnt 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 oering you a position.
Always send a thank-you letter after each interview.
Tis is not only a courtesy, its a conrmation of
your sincere interest in the position.
BUZZ KILLERS
A resume thats
poorly organized or
doesnt reflect the
skills required for
the position
A generic cover
letter. If it uses
phrases such as
your company or
this position, theyll
smell a rat.
Poor grooming and
sloppy attire
Substandard
written or oral
communication
skills: Bad gram-
mar and misspell-
ings can sink your
chances.
Bad manners
Lack of enthusiasm
Arrogance
Timidity
Remember, the interviewing process isnt
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:
19
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
GETTING YOUR
ACT TOGETHER
YOUR SELF-PRESENTATION IS key to landing
an internship. Dont approach the process haphazardly.
Trough careful preparation, you can maximize your
appeal as a candidate and get a leg up on the competi-
tion. Here are some tips:
Have your resume reviewed and reviewed and
reviewed againthe more eyes, the better. Take
advantage of any relevant workshops oered by your
college career center.
Research the employer. Use newspapers, magazines,
and websites. Contact former and present employ-
ees, especially recent interns and graduates, and seek
out information.
Practice, practice, practice. Conduct a mock inter-
view and videotape it if possible. Ten review the
tape and make notes about the things you did well
and the areas youd like to improve. College career
centers will usually oer interview workshops, mock
interviews and even video critiques.
Get feedback from your peers about your conversa-
tional style. If you come o sounding cockytone
it down. If you sound halting and unsure of yourself,
work on projecting condence.
Dress for the part. Company employees can give
you a sense of the dress code, but if anything, you
should err on the side of being too formal. Te day
before an interview, lay out the clothes you plan to
wearyou dont want to nd a missing button on
your shirt minutes before youre about to leave.
Approach the interview with condence. Recognize
the attributes that make you a good candidateand
own them.
INTERVIEWING 101
YOUVE MADE THE CUT; now is the critical
juncture when you nd yourself face-to-face with an
interviewer. Of course, youll know enough about the
companys culture to dress and conduct yourself like
a member of the rm. Here are some other essential
precepts to bear in mind. (For the specics of conduct-
ing a great interview, consult one of WetFeets Ace Your
Interview guides.)
BE ENTHUSIASTIC
Tis is basic. Enthusiasm alone wont land you the
internship. But if you dont seem avid about the pros-
pect of getting the job, the employer will quickly pass
you overits that simple. And lip service isnt enough.
You may say youre enthusiastic about the prospect of
working for the company, but if you act apathetic or
bored, youre cooked. You should make your enthu-
siasm clear through attentive posture, an alert tone of
your voice, and a smile that says youre glad to be there.
Greet the interviewer warmly. Make eye contact, smile,
and oer a rm handshake. You should say something
like, Im delighted youre taking the time to meet me,
and Im really excited about this position and eager to
learn more about it. Let him know up front youre
glad to have this opportunity.
A show of enthusiasm is vital. Inevitably, during the
internship itself therell be moments when your energy
ags, and employers know this. But if youre unenthu-
siastic at the start of the process, it bodes ill for your
future demeanor on the job.
EXUDE CONFIDENCE
To inspire an employers condence in your abili-
ties, youve got to demonstrate condence in yourself.
During the nerve-wracking course of a job interview,
this may be easier said than done. But bear in mind the
basics of condent body language: Make frequent eye
contact with your interviewer. Speak up, but not too
fast. Dont dget. Sit upright, but not rigidly.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
Most of all, come prepared to state your strengths.
Give concrete examples of how youve put them to
use. Dont overstate your accomplishments, but dont
downplay them either. Keep self-deprecating humor
to a minimum: It may be ne when youre with your
friends, but this is neither the time nor place for it.
If remaining condent 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 tech-
niques for managing your nerves such as deep breathing
and visualizing success. If youre at ease, the interviewer
will be too.
KNOW YOUR LIMITS
Some people spend the night before an interview bon-
ing up on company facts and gures as though cram-
ming for the test of their lives. But interviews arent oral
exams; they are an exchange between two people, who
may soon be coworkers, about shared professional inter-
ests. You do need to know something about the industry
and the organization, but youre not expected to know
it alljust enough to ask your interviewer informed
questions, to understand the questions your interviewer
asks, and to give reasonable answers. Your common
sense should prepare you to give sound answers to any
questions that may arise about how you would handle
a specic problem during your internship. Te details
will emerge later, when you become part of the team.
Like any other conversation, an interview requires
give and take, so dont expect to dominate it. Give your
interviewer a chance to contribute to the conversation.
QUESTIONS AND ANSWERS
Te old saying, Teres no such thing as a bad ques-
tion, does not pertain to the interview process. When
you ask the right questions in an interview, it shows
youre paying attention and youre truly interested in
the job and the company. But oer questions carefully.
You can kill yourself with a question if it shows a lack
of knowledge about the company, says an internship
hiring supervisor. Dont ask questions you could have
answered yourself by spending a few minutes on the
employers website.
A good question may resemble one of these:
How does this internship t 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?
But as you research the company, other relevant
questions may spring to mind. If the opportunity pres-
ents itself, be sure to ask them.

RAPPORT IS VITAL
Once recruiters are done interviewing a round of candi-
dates, the rst thing they will ask each other is, What
did you think? Teyll share their gut reactions. A can-
didate is either a t or he isnt. Even if youre a leading
contender for the position on paper, your chances of
getting an oer are slim if youve failed to build rapport
with the interviewer.
Teres no foolproof way of turning your interviewer
into an ally. But here are some tactics that can put you
in a good light:
When responding to a question, give a brief over-
view of the points you want to cover and clear them
with the interviewer. For example: I did a school
projects integrating aspects of nance, marketing
and operations. Would you like to hear the details?
Appropriate humor (in small doses!) is a good thing.
If you arent sure of the meaning of a question, ask
clarifying questions.
Mean what you say. If you seem insincere, itll be an
immediate turno.
Make sure you close the interview. Reiterate your
TIP >
Be aware you may have the opportunity to ask
just two or three questions, so choose wisely.
21
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

3
G
E
T
T
I
N
G

H
I
R
E
D
TIP >
When the interview is over, send a thank-you
note within 24 hours. Email is okay; snail
mail is even better. Include thoughtful com-
ments about the session. When relevant,
refer to some personal fact the interviewer
mentioned: Good luck shopping for that new
van, or Howd you do at racquetball?
interest in the position and ask for the interviewers
business card. Give a friendly closing handshake as
well.
Navigating
Your Internship
4
Hitting the Ground Running ......24
Acting Like a Pro ........................25
Making the Most
of Your Internship ......................27
Timeline: Your Internship ...........29
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
HITTING THE
GROUND RUNNING
YOUR INTERNSHIP IS a short-term proposition.
Most likely, the summer will be over before you even
know it. Tats why you have to make every day count.
Te process should start even before you show up
at the oce. Heres where the research you did to pre-
pare for the interview really pays o. Your contact with
insiders will have started you on the road toward under-
standing 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 youll need in your new job, any recent
developments in the company, and the names and func-
tions of the companys top brass. Your new colleagues
will see this as an encouraging sign of your interest.
BEFORE YOU START
Your search is over once youve accepted the intern-
shipbut 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 pos-
sible. You also can request being assigned to a particu-
lar area or particular type of project. But dont appear
too demanding because these conversations with your
boss will set the tone of future dialogue. Youll also get a
sense of your bosss managerial stylewhether detached
and formal, or laid-back and approachable. It helps to
know what lies ahead.
Say youre entering a marketing internship. You may
prefer to gain exposure to pricing and promotional
strategies for existing oerings on the one hand, or
to the researching, planning, and structuring of new
oerings 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 exibility in deter-
mining the scheduling of your internship. For instance,
in the interest of accommodating dierent 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 o course. Ideally, youll start at the same
time as, or even before, the other interns. If you show
up after everyone else has started, youll have to catch
up. Youll miss orientation sessions, possibly even the
chance to work on choice projects.
If youre 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 com-
mitment from you. Others may grant the permission
but resent the time you take away from your intern-
ship. Teyve committed time and resources to mak-
ing your internship productive and they want to get
maximum benet out of it
INSIDER SCOOP
So many people think an internship is all about
the final projectthe great climax at the end of
your three months. I think its so much more about
the first two weeks. Thats 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
TIP >
If at all possible, before you begin your intern-
ship, speak with the professionals whose
team youll be joining. Ask about their careers
and professional interests, ongoing projects,
and challenges. Also ask for advice. The knowl-
edge will be usefuland so will the rapport
youve started to build.
25
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
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. Dont be afraid to sort out in advance; it will
save valuable time during that precious rst week.
ACTING LIKE A PRO
REMEMBER, YOUR INTERNSHIP is basically a
long-term interview. Tat means you need to show the
company youd be a worthwhile candidate for a full-
time position. If your supervisors want you to develop
certain skills and areas of expertise, apply yourself dili-
gently to the task. And at all times remain professional
in your demeanor and your approach to the job.
Intern supervisors check in with me frequently
during the summer as to whos standing out, says a
motion picture company executive. If a supervisor
mentions an intern is reliable, honest, driven, humble,
enthusiastic, and intelligent, thats a huge plus for me.
When I remember an intern and have heard numerous
positive comments like that, thats someone I keep my
eye on.
Here are some key ways you can present yourself as a
worthy member of the team:
Be on Time
It sounds simple, but punctuality speaks volumes about
your professionalism.
Stay Positive
No one wants to work with a grouch. If you maintain a
positive, can-do attitude during your internship, youll
show yourself as someone who coworkers will want to
see againin a full-time position.
Be Modest
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 prov-
ing your worth to the company. Dont aggressively
tout your abilities and accomplishments to your man-
ager; let her discover them for herself. And that trick
of shooting o an email to her when working into the
wee hours? Oldest one in the book. Dont use it more
than twice.
Act Like a Full-Timer
Never think of yourself as a temp. Dont blow o an
assignment just because you think you wont nish
before your summer stint ends. If you have any interest
in getting hired full time, act like youre in the game for
the long haul.
Swallow Your Pride
Youre a hot shot at a top university. But one unin-
formed jerk has the audacity to ask you to send a fax.
Dont say thats not in my job descriptionbecause
now it is. No matter how menial the task, show how
professional you can be. Photocopying and ling may
not be glamorous chores, but theyre essential ones. And
if you do a sloppy job copying a stack of documents,
who will trust you with bigger assignments?
Be Stalwart
Show yourself as somebody your colleagues can lean on.
Go out of your way to help others. Stay late and oer
assistance when others at the company are overloaded
with work. Remember, its never too early to act like
youre already an indispensable part of the team.
INSIDER SCOOP
The reporting manager who oversees interns
treats them like regular employees. Were looking
to see how much direction they 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.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
Master the Territory
Delve as deep as time allows into the company and the
industry. Look for relevant information in the news and
in trade magazines.
Ask Questions
You might have a 3.9 GPA, but you still dont know
it alland, guess what? You arent expected to. Most
managers would rather answer your questions when
you get the assignment than have to ll in the gaps after
you turn it in. If you dont understand how to go about
an assignment, ask your supervisor for clarication.
Find out what resources are available to you. But use
your discretion; gure out the right people to question
and the right time for doing it. Dont corner a senior
vice president at a cocktail party and start asking about
the specics of workow.
Dont Be Afraid to Socialize
Sure, youll run into annoying brownnosers who spend
more time schmoozing the higher-ups than working.
Even more galling, the tactic can sometimes work. Te
lesson? Although getting the job done is of paramount
importance, dont underestimate the importance of
building important social connections.
Speak Up
Its fairly safe to assume the employer knows about
your hope for a full-time job oer. But dont take it for
granted. If youve decided you want to come back after
graduation, let everyone knowyour boss, your col-
leagues, and the support staers who often have the ear
of the big guns.
INTERNING KRYPTONITE
Because interns are usually new to the corporate world,
theyre sometimes prone to make mistakes a sea-
soned professional would avoid. Some bad moves can
destroy your chances faster than kryptonite can disable
Superman. Heres a list of 11 ways to obliterate your job
prospects with a single blunder:
Interning Under the Influence
You have a right to a social life. As long as youre of
drinking age, youre free to head to a bar with your
coworkers for some happy hour cheer. But wherever
alcohol and work mix, proceed with caution. Know
your drinking limits and stay well within them. Loud,
lewd behavior will nix your chances at the company.
Loose Lips
Your more experienced colleagues may like to dish the
dirt. But its best to turn a deaf ear to gossip. Youre new
on the scene and cant aord to get caught up in the
crossre of oce politics.
Dream-Weaving
As bad as it is to get caught nodding o in class, its
even worse on the job. Doodling or daydreaming dur-
ing meetings will attract negative attention right o the
bat. If you have to be brought back to reality during
meetings, theres no way youll be brought back.
INSIDER SCOOP
The three most important attributes in getting or
keeping a job are attitude, attitude, attitude.
FALSE FRIENDS
It might sound
harsh, it might sound
Machiavellian, but
the astute intern
never befriends the
first people to seek
him out. Theres a
high probability
theyre 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.
27
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
Axes to Grind
Dont complainnot about the company, not about
your assignments, not about the cafeteria food. A posi-
tive outlook could make or break you in managements
eyes.
Impolitic
Religion, politics and sex are not safe subjects for the
workplace. Yes, as you develop personal ties with col-
leagues, these issues may come up. But in any group set-
ting, these topics should stay o the table. Oh, and that
risqu email you got from your reprobate uncle? Keep
it to yourself.
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, dont break out the muscle shirts. In busi-
ness 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 youre on the job, use it only
to get your work done. When your supervisor is hover-
ing over your desk, its not the time to send texts to your
girlfriend. And those iPhone games? You can play them
when you get home.
Too Much Information
Yes, you should let your supervisor know what youre up
to. But she doesnt need minute-to-minute updates. If
youre running out for a cup of coee, theres no need to
interrupt her activities to announce it.
Space Invasions
Te mens washroom? Not a good place to engage your
boss in work chatter. Be assured he wants to nish his
business in there before attending to the business outside.
Unfunny Business
Its okay to leave before other colleagues. But as you
stroll out the door, never cheerily say, Dont work too
hardor youll 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 conict arises, let your supervisor
know. Its best to pick up the phone and ask; if its 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 cant
hear the ight announcements in the background.
MAKING THE MOST
OF YOUR INTERNSHIP
AN INTERNSHIP PRESENTS a great opportunity
for learning and career advancement. Its your respon-
sibility to maximize it. Learn your way around the
organization and familiarize yourself with day-to-day
operations. Master the companys communications
systems and any software programs youll need to
do your job. You want to integrate yourself into the
oces operations as quickly and thoroughly as possi-
ble. When you need help with a task, ask the seasoned
staers. Teyll appreciate your eorts to become a
member of the team.
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 put-
ting five or six things in the wrong order. He ended
up getting fired. Even if its small, you may be doing
more important things than you think. And many
times other peoples jobs are dependent on the jobs
the intern does.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
Dont stop at questions. Talk to everyone you can.
Be sensitive to peoples availabilitythese 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 eort to make the internship worthwhile.
Understand how your skills and background can
support the team, says an internship supervisor with
a major consulting rm. Look at what other people
are doing on projects, and gure out how you can
contribute.
Its up to you to get the full value of your intern-
ship. If you nd you arent doing the work you
expected to do, let your supervisor know. Be dip-
lomatic and dont whine. You cant indicate youre
bored with your present project but you may be able
to get reassigned to more suitable work.
At some point in the processusually halfway
through, then again at the endyou will probably go
through an evaluation process. Tis is a great oppor-
tunity for personal growth. Listen carefully and with
an open mind. Dont be defensive. If they tell you
about areas where your skills and work habits can be
improved, take heedthese people know what theyre
talking about. But theyre also likely to discuss your
strengths, which are useful to bear in mind when
youre pitching your services in your next job hunt.
Te evaluation process is a two-way street: While
the company is sizing you up, youll be guring out if
you like the work and the work environment. Have
you found the qualities that attracted you to the
employer in the rst place? Is the company a good t
for your style, your values, and your goals? Before you
proceed forward to a full-time job, be sure you have
found a comfortable t.
SIGNING OUT
Your exit interview may serve two purposes. It will
probably be your last chance to get a personal evalu-
ation. But the company team also will probably elicit
your feedback about your experience. Te informa-
tion 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 dont burn any bridges.
When the summer is over, you might be inclined
to submerge yourself into the current business of
your lifeespecially if youre cramming to fulll
your school requirements. But you shouldnt let go
of the connections you made during your internship.
If you havent already done so, send thank-you notes
immediately to the key people on your team. In the
months ahead, keep in touch. Dont be a pest about
it, but periodically update them about your activi-
ties. Send them articles you think might be of inter-
est. Nurturing this network can give you an inside
track on job opportunities within the company.
Use LinkedIn aggressively. Add your new con-
tacts, and get a supervisor to recommend you there.
Follow up with your fellow interns, check on their
plans, and maintain the conversations you started
about your ideal job.
INSIDER SCOOP
There are definitely times you feel undervalued
and unappreciated as an intern, and youre going to
be upset and youre going to be stuck doing crappy
things, but its all part of the experience. At the end
of the day, everybody starts somewhere.
TIP >
If your employer doesnt have events planned
for yourself and your fellow interns, take the
initiative yourself and suggest some after-
work get-togethers. These can be great net-
working opportunitiesyour peers may hold
the keys to future career opportunities.
29
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
TIMELINE:
YOUR INTERNSHIP
AS YOU CONTEMPLATE the summer ahead, it
may seem you have all the time in the world. Well,
you dont. Your internship is more likely to y by,
reaching its endpoint before you even know it. Tats
why its best to plot your route in advance, making
sure you progress toward your goals as the intern-
ship runs its all-too-short course. (Internships gener-
ally run 10 to 12 weeks; weve decided to outline an
11-week stint.)
WEEKS 1 AND 2:
LEARNING THE ROPES
Te rst couple of weeks are the time to get to know
your workplace. Following are some areas that deserve
special attention.
People
Te ties you establish with your colleagues and your
comprehension of their place in the corporate struc-
ture are keys to your success during the summer. Te
following steps will help you map out the jobs human
landscape:
Familiarize yourself with the companys organiza-
tional structure. Find out how your team ts into
the department and how the department ts into
the division. Who are the key stakeholders in the
work you do?
Learn who depends on your group for information
or resources, and who the group itself depends on.
Remember, youre a link in the chain.
LESSONS FROM THE FRONTLINE: INTERNING DOS AND DONTS
I was interning at a
magazine, and was
assigned to accom-
pany a reporter cover-
ing a premiere at the
Metropolitan Opera
House. Since Id be
standing on the side-
lines, I didnt 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!
Lesson: Dress profes-
sionally when youre
on the clock.

While working at
the front desk as a
law-firm intern, I acci-
dentally pushed the
alarm button. Oops.
The police called
back to see if they
were neededbut
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 weap-
ons drawn.
Lesson: Master the
phone system on day
one.

I accidentally CCed
my office on an email
chain circulating
within my extremely
conservative family.
After that, whenever
theyd send out an
email blast railing
about left-wing gov-
ernment conspira-
cies, theyd hit reply
alland include my
entire office! Yikes!
Lesson: Dont 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 didnt 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.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
Find out who does what within your group. Learn
the role of each member. Tis knowledge helps
especially when youre looking for informationit
allows you to target questions to the right person.
Learn which group or department members have
forged careers along the lines you envision for your-
self. Ask them to share their stories and advice. A
career-molding insight might be a friendly question
away.
Make administrative staers your allies. Reception-
ists, mail handlers, assistants, and secretaries, IT
people, the HR teamall of them can help you
navigate the companys systems and gain access
to resources. And the way you treat them is a sure
reection 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 youll be an eective group
member.
Do your colleagues use a specic type of software,
planning tool, protocol, or group dynamic process?
Your job is to get up to speed on them quickly.
Find out where past work is stored and how to access
it. Youll likely have some downtime during your
rst week. Use that time to study the types of deliv-
erables the group has recently produced.
Take note of which communication and collabora-
tion tools the group favors. Does it use meeting
management software such as Outlook? A real-time
instant messaging tool such as Skype? Is there any-
one on the road who uses only a cell phone to check
email? Better not attach that 10 Mb document if
you arent sure.
WEEKS 3 AND 4:
MAKING CONNECTIONS
Youre starting to feel more comfortable. Youve been
making good progress in your projects; youre getting
familiar with the companys tools and jargon. Even
more important, youre getting to know your cowork-
ers inside and outside your group. Tese people can
help you reach your goals. Heres how you can use this
period to make those connections mean something:
Find a Mentor
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 nd someone you can trust and
admire. Tat person could become your championa
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. Youll 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 experi-
ence is a work diary,
recording your
activities and accom-
plishments and
evaluating your daily
experiences. Aside
from helping focus
on your goals for the
internship, it will
provide raw mate-
rial you can present
when youre evalu-
ated 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.
31
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
Meeting Expectations
If youre not doing the work you were expecting to do,
it should be clear by now. Speak up and let your super-
visor know. Make suggestions of how your internship
can come closer to your expectations. You might nd
out the plans the two of you discussed during your rst
two weeks will come to fruition later, and your patience
will be rewarded. Perhaps the groups business needs
changed and your expertise is needed for some other
vital project. Whatever the case, be diplomatic.
What Piques Your Interest
You may identify a more interesting project than the
one youre working on. If you want to move on, estab-
lish a plan with your supervisor for completing your
current work before moving on. Whatever you do, dont
indicate youre bored with your present assignment.
WEEKS 58: BUILDING BRIDGES
By now, youre running at full steam. Your duties have
been dened and you know your role within your vari-
ous projects. Now is the time for using the relationships
youve established to build bridges for your career.
Get Reviewed
If a midsummer review was part of your internships
agenda, make sure it takes place. When you talk to your
supervisor, dont be afraid to mention the ways youve
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 companys full-
timers, ask them out for one-on-one lunches. In most
cases theyll be attered by your interest and glad to
share their expertise. Ask them about their career histo-
ries and the ways they got their positions. Tese conver-
sations can deliver insight about company workings and
invaluable career advice.
Expand Your Network
When a colleague or mentor mentions people he works
with, inside or outside the company, ask if it would
be okay to contact them and mention his name. Use
these secondary contacts for information gathering and
industry perspectives. Find out what theyre working
oneven the projects theyve got on hold. Tis infor-
mation could soon prove invaluable.
Scout Your Prospects
You should have started to get an idea of whether youre
interested in full-time work with the company. If so, ask
your supervisor, along with the recruiting and HR team,
about your prospects. Ask, What can I do to ensure
that Im a strong candidate for a full-time position?
Snag an Offer
You may have decided you dont want to return to the
company. Dont broadcast the fact; try to snag an oer
anyway. Other employers will want to know whether
your internship resulted in an oer. It will increase your
perceived value in the job market.
THE PITFALLS OF MEETINGS
Youre a smart,
energetic person,
and you want to
shine before your
colleagues. But your
first meetings
daily team updates,
group program
reports, brainstorm-
ing sessions, project
reviews, depart-
mental-planning
conclavesare not
occasions for strut-
ting your stuff. If
youre too aggressive
about making your
presence known, you
run the risk of seem-
ing like an arrogant
pup. Minimize the
danger by asking
your supervisor or
a trusted colleague
how much youre
supposed to partici-
patethen err on the
side of caution. The
time to express your
viewpoint may come
after the meeting,
but use discretion
even then. Still, if
youre asked to con-
tribute an opinion, by
all means speak up.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
WEEKS 9 AND 10:
SHARPENING YOUR FOCUS
As you wrap up your project deliverables, youll face
a blizzard of nal meetings and last-minute changes.
But its still important to maintain a clear focus on
your objectives. Keep the conversations going with the
people who make the hiring decisions. Try and create a
situation in which you can step right into a great job.
If it looks like the perfect job wont be waiting for
you, its time to take the reins into your own hands.
Envision your ideal rolewithin the company or out-
side of itand diplomatically share your thoughts with
your contacts. If the role doesnt exist, nd out which
key stakeholders can help you create it and start the
conversation rolling. Let your supervisor know about
these interactions, because youll need her support.
Great opportunities can come your way if youre 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 nal performance review takes place.
Ask your supervisor to share your performance review
(its stellar, right?) with the decision makers who might
be able to deliver your dream job.
Show Off
If you have a nal presentation, nd out if you can
invite people outside the groupthe key contacts
whove aided you in your work and might be vital play-
ers in your full-time position. If you cant invite them,
ask if you can conduct a separate presentation for them,
or at least send them a summary of your work.
Give Thanks
Leave personalized thank-you notes, emails and/or
voicemail messages for the people who helped you dur-
ing the summer. Include the senior executives who may
have oered support, and the tech-support people and
administrative assistants whove helped you master the
workplaces logistics.
Returning Full Time
If youve made a great impression during your
tenure, you may nd yourself in the envi-
able position of receiving an oer for full-time
employment. Employers will usually provide you
with some timeeither weeks or monthsto con-
sider the oer.
33
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
Architecture Intern ......................36
Magazine Editorial Intern ...........36
MBA Intern with a Startup
Software Company ......................37
MBA Brand
Management Intern ....................38
Advertising Intern .......................39
IT 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, heres a glimpse into
the intern experience.
Real Intern
Profiles
5
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
MAGAZINE
EDITORIAL INTERN
What are you doing in your internship?
My main duty is to send out six weekly e-newsletters to
our subscribers. Each days newsletter is a bit dierent,
but my main functions include formatting HTML text,
nding photos, copyediting text, and using a web pro-
gram to deliver the newsletters.
What did you do before?
Tis is my rst formal internship. I did a few short res-
taurant reviews for a web-based food site, where I was
able to get a few clips. I also waitressed.
How did you get your internship?
I applied through my career centers 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 are your career aspirations?
Im not sure what Id like to do with writing, but food
and design are my passions. Id like to write a book;
Id like to go back to graduate school; Id love to write
about food. Because of that, I sought out the food edi-
tor 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!
What kinds of people do well in internships?
As I see it, you can do okaysimply do whats in your
job description so you can slap the internship on your
resumeor 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 curios-
ity, do something about it. Being condent helps. So
does being nice!
ARCHITECTURE
INTERN
Where did you serve your internship?
At an architecture and design rm in Santa Fe, New
Mexico.
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 Talkers.
What drew you to this particular
opportunity?
I wanted to work with a diverse set of clients, dierent from
what youd nd in a typical urban setting. Also, although I
go to school in the East, my college teaches about dierent
architectural styles in dierent parts of the country.
What did you learn in the course
of the internship?
I learned a lot about architectural codes, construc-
tion 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?
Te biggest surprise was that I was trusted with big
responsibilitiesdoing presentations to clients, meeting
with contractors and owners. I hadnt anticipated that Id
be doing anything better than getting coee. It was good
to know they trusted me enough to do these things.
Might you be interested in full-time work
with the company?
Ive still got one more internship to go before I graduate,
so I want to get more experience and keep my options
open. But I would denitely be interested in going back
after college.
37
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
What do you really like about your
internship?
I like that I get the experience of working at a top-notch
local magazine without the pressure that Id be under in
a full-time job here. Its a test run. I get to see what their
processes are like, and someday Ill probably apply some
in a full-time job. I also like that Ill have this name,
kind of like a brand, on my resume, and some good
clips to add to my portfolio.
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 wouldnt take it. I guess thats why they give it to an
internno full-timer would do this day in and day out.
MBA INTERN
WITH A
SOFTWARE
STARTUP
What do you do in your internship?
Im the business development manager for a venture-
backed software company. I work on creating partner-
ships with other businesses and on marketing to end
users.
I had a lot of entrepreneurial experience. I started an
Internet marketing company and my own software rm.
Before that, I was an associate in a venture capital rm.
Now Im in business school, working toward my MBA.
Tey found me. Te company was looking for a busi-
ness development intern to work with them during the
semester. Specically, they were looking for someone
with my kind of experience.
I want to develop more venture-backed companies
from seed to harvest. Eventually, I hope to move back
into venture capital.
What kinds of people do well in
internships?
Be a self-starter; be condent, exible, and able to deal
with ambiguity; and have strong communication skills.
internship?
I enjoy how quickly and directly I can see the results of
my work.
Te pace of change! Targets 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.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
aging a large team of cross-functional partners. From
business school Ive brought the leadership and negotia-
tions skills required to ensure Im getting the best work
from my team and that were meeting all of our dead-
lines 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 t in the bigger pic-
ture? What is the long term vision for my brand?
What did you really like about
your internship?
I liked that I got to use my creative, strategic, and ana-
lytic skills every day. Tere are so many dierent ele-
ments to the job and every day is dierent so I feel like
Im 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 Im here
full time, Ive got a great group of close friends whom I
worked with as an intern.
What did you dislike?
Working at a big, public company comes with its fair
share of politics and bureaucracy. Te training was
great, but sometimes I wished we could be more nimble
and take more risks without getting bogged down in
processes.
Whats one thing you learned in your
internship?
Tat brand management is not solely marketing. Its
more general management with a healthy dose of mar-
keting and strategy.
like yours?
Network with industry professionals and learn about
the various companies and their cultures. Study mar-
keting 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 pack-
aging to the advertisement, the consumer is at the cen-
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 proj-
ects and managed a cross-functional team. I worked
on new products, from concept to launch. I worked
with agencies on advertising and communication cam-
paigns. I worked on nding ways to improve our prod-
uct quality and margins, and coordinated with global
teams to keep our strategy aligned around the world.
I worked as a management consultant and as a project
manager in the strategy group of a music company.
How did you get the internship?
Trough on-campus recruiting at my business
school. I met representatives from the company, had
informational interviews with them and realized the
company would be a good t for me. Investing the
time in getting to know the company and building
relationships kept me top-of-mind when it came
time to select candidates to interview.
Te internship led to a full-time job, so right now Im
getting a great education in marketing from a world-
class marketing company. Eventually, Id like to either
start my own company or work for a smaller company
where I can apply the skills Im developing in brand
management.
this industry?
People who are self-motivated leaders. As a brand man-
ager, Im managing several projects at once and man-
39
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
ter of CPG; incorporating that perspective in interviews
can be helpful.
How did the internship prepare you for
your current role as a brand manager?
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
solidied the fact that Im passionate about brand man-
agement and allowed me to begin forming strong con-
tacts in the company.
ADVERTISING
INTERN
Im a part of the account services team at a big advertis-
ing agency, working on the account for a Fortune 500
automobile manufacturer.
College. Tis is my rst real job.
Trough networking. A friend of my fathers knows the
general manager of the agency.
At this point, Im not sure.
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.
internship?
Te people. Teyre very supportive of each other and
work well together. Also, I have a great deal of client
interaction, and they arent afraid to allow me to take on
real projects. Tats great exposure.
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.
How can someone get a job like yours?
If youre 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.
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
IT INTERN
What did you do at your internship?
I was an IT leadership program intern with a global
Fortune 100 company. My primary focus was on
enhancing the user interface for a eld-service Web
application that was used for monitoring corrosion lev-
els inside of pipes in nuclear facilities.
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 IT department at my
university.
What did you like most about
your internship?
I was given business-critical projects to run. I had the
exibility to tackle the challenges in my own way, but
I also had guidance from my manager and other men-
tors at the company. Tis gave me exposure to the com-
panys upper management, helping me fast-track my
career. Within the rst month of my senior year, I got
an oer with a full-time position with the company.
Tat took a tremendous amount of pressure o of what
could have been a stressful year of job hunting.
Anything you disliked?
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.
like yours?
Attend your university career fairs, become very tight
with your schools career development center, and speak
with past alumni in similar degrees that have taken a
path that you desireto learn how they did it.
What did you learn from the job?
I learned that success is dened by far more ways than
just getting an Ait isnt the approval of others that
makes you successful. Everybody has to dene their
own version of success, then use their ambition, creativ-
ity and thirst for knowledge to get there. Plus, learning
how to measure the corrosion levels within metal pipes
without having to look inside them was pretty cool, too.
INTERN FOR
A CONSUMER
APPLIANCE
MANUFACTURER
I work in the marketing communications department.
I worked for ve years in an advertising agency as an
account planner and supervisor before going back to
B-school for an MBA.
Trough on-campus career services.
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 peo-
ple skills.
41
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
What do you really like about
your internship?
Tat I learn something new every day. Im surrounded
with people who have tons of experience and are will-
ing 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.
Te hours can be very long. And the pays 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 ve.
How can someone get a job like yours?
Get an internship with an agency. It most likely will be
unpaid, but thats the best way to get your foot in the
door. Youll get exposure not just to the agency, but to
its clients.
Recommended Resources ............44
For Your
Reference
6
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
RECOMMENDED
RESOURCES
THE RESOURCES LISTED here are a small sam-
pling of the information available to help you land an
internship.
ONLINE RESOURCES
WetFeets InternshipPrograms.com (www.intern-
shipprograms.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 full-
time 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 oers a section tai-
lored to college students.
Internships.com (www.internships.com) Website
linking potential interns with employers.
USAintern (www.usaintern.com) Resource for nd-
ing internships and volunteer opportunities.
YOUR CAREER CENTER WEBSITE
Your universitys career center will probably have infor-
mation 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
theyre making available. In most cases, this information
is password-protected. Whatever the case, this is a key
resource when youre researching your ideal internship.
Employer Research
Learn about the companies or organizations you want
to target:
Te Business Journals (www.bizjournals.com):
Business news from 41 local markets and 46 indus-
tries.
PR Newswire (www.prnewswire.com/news/)
WetFeets industry and company proles (www.
wetfeet.com)
Publications with Company Lists
Some of the best-known lists about employers can be
found through a good local library or through paid sub-
scriptions 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)
Professional Associations
Search information on associations in every eld imag-
inable using the directory provided by Internet Public
45
C
H
A
P
T
E
R

1
I
N
T
E
R
N
S
H
I
P
S
:

T
H
E

B
I
G

P
I
C
T
U
R
E
C
H
A
P
T
E
R

2
T
H
E

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

3
G
E
T
T
I
N
G

H
I
R
E
D
C
H
A
P
T
E
R

4
N
A
V
I
G
A
T
I
N
G

Y
O
U
R

I
N
T
E
R
N
S
H
I
P
C
H
A
P
T
E
R

5
R
E
A
L

I
N
T
E
R
N

P
R
O
F
I
L
E
S
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
C
H
A
P
T
E
R

5
F
O
R

Y
O
U
R

R
E
F
E
R
E
N
C
E
Librarys 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)
SPECIFIC OPPORTUNITIES
Some of the programs listed here require registration or
a fee. Programs have dierent requirements for partici-
pationa few are open only to students.
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)
Nonprofit and U.S. Federal Government
Opportunities
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)
International ProgramsInternships and
Work Exchange
AIESEC International (www.aiesec.org)
Association for International Practical Training
(www.aipt.org)
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 Technical Experience
(www.iaeste.org)
International Institute for Cooperation and
Development (www.iicd.org)
Internship International
(www.internshipinternational.com)
RESOURCES IN PRINT
Te Back Door Guide to
Short-Term Job Adventures
Michael Landes (Ten Speed Press, 2005)
Internships for Dummies
Craig P. Donovan and Jim Garnett (For Dummies, 2001)
National Directory of Arts Internships
Warren Christensen and Debbie McAfee
(National Network for Artist Placement, 2005)
Petersons Internships
Petersons Guides, 2005
Te Internship Bible
Princeton Review, 2005
Te Internship Series from
Career Education Institutes
(www.internships-usa.com/books.htm)
>>
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 didnt exist yetso 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 thats 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.
>>Ideal internships can lead to ideal jobs.
Internships provide hands-on experience and give you and your
potential employer a chance to evaluate each other. Whether
youre looking for training in a given industry, an opportunity to
develop contacts at your dream company, or simply a chance to
determine if youll enjoy working in a particular field, an internship
could be your best bet. But competition for internships is intense,
with many firms considering their internship programs the most
effective way to recruit new employees for full-time positions. This
Insider Guide will show you how to find the internship thats right
for you, get hired, and maximize your professional development.
TURN TO THIS WETFEET
INSIDER GUIDE TO EXPLORE
WetFeet has earned a strong reputation among college
graduates and career professionals for its series of highly
credible, no-holds-barred Insider Guides. WetFeets investi-
gative writers get behind the annual reports and corporate
PR to tell the real story of what its like to work at specific
companies and in different industries. www.WetFeet.com
WHAT QUESTIONS TO ASK YOURSELF BEFORE
YOU START YOUR INTERNSHIP SEARCH
WHERE TO FIND THE INTERNSHIP AND HOW
TO IMPRESS RECRUITERS
HOW TO STRUCTURE AN INTERNSHIP AT A
COMPANY THAT DOESNT HAVE A FORMAL
PROGRAM
HOW TO MAXIMIZE YOUR CHANCES OF GETTING
A FULL-TIME JOB OFFER WHILE INTERNING
PROFILES OF REAL INTERNS IN ADVERTISING,
TECH, PUBLISHING, AND MORE
THE BENEFITS OF COMPLETING AN INTERNSHIP
WHAT TO CONSIDER BEFORE INTERNING ABROAD
G
E
T
T
I
N
G

Y
O
U
R

I
D
E
A
L

I
N
T
E
R
N
S
H
I
P

ISBN 978-1-58207-985-1
$ 14.95 U.S.

Getting Your Ideal Internship

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Getting Your Ideal Internship

Загружено:

Авторское право:

Доступные форматы

WHERE TO FIND THE BEST OPPORTUNITIES HOW TO TURN AN INTERNSHIP INTO A JOB OFFER PROFILES OF REAL INTERNS AT WORK

Вам также может понравиться