Workforce Strategies: How to Build an Internship Program That Works

Barler sends employees back to their alumni schools to help recruit interns or future employees. “I send [project managers] to the universities where they graduated from and rely on their sense of judgment to see whether or not these students that show passion for what we do and are excited about what we do,” he says, adding that the company has 12 or 13 people in the company who help with the internship program. 

Gourley focuses locally to recruit talent. “We focus on construction management and civil mechanical engineering safety, so we make sure we’re looking for that kind of talent,” he says. “A lot of our interns who are working with us now help us build those relationships with local schools and advise us on the program because they know what the experience is like.”

All of the panel members prioritize paid positions, housing aid and diverse recruiters to reflect their workforces and encourage internship participation.

While finding diverse talent is improving, it can still be a struggle. “I would like to see our company reflect more of our community. That is the benchmark,” Gast says. “Unfortunately, when you look at the engineering community, only 4% of the engineers at Iowa State are black. It’s pretty hard to have your company look like your community when the population you’re recruiting is low. We will hire qualified people, and I’m pleased to see more women entering the engineering field.”

Gourley also has seen more women enter the company’s internship program for engineering positions, operations and safety. 

Embracing rotations through departments, providing mentors and ensuring interns perform real tasks define internship program success. 

“We do a rotation program where they get to basically touch every aspect, including engineering, IT, detailing, major product service, etc.,” Gourley says. “They get a broad experience to understand what they really want to do because you don’t really know what path you want to take until you live it.”

Getting them into the field is also important. “Put them on a job with a project manager and keep them involved with projects,” Barler says, adding that weekly feedback and social events build bonds, while presentations reinforce learning. “You want them to get into the environment they’re working in.”

And “you’ve got to have a mentor,” Gast emphasizes. The first week is orientation and then we do safety training, but we provide a mentor for each intern to ensure a successful experience through the whole process.”

Once you have a relationship built with interns and future workers, panelists recommend acting fast on stars and staying connected. 

Don’t be afraid to make offers to interns who excel. “If you’ve got a superstar, we give them an offer before they leave the building,” Barler says. 

“You have to be intentional,” Gast agrees. “They’re going to have a job offer before they go to school. If you’re not ready for that, continue monthly check-ins. Be intentional about persistent communication. Encourage them to stop by any of your offices.”

Offering interns swag and inviting them to events can also keep a business top-of-mind as they pursue job opportunities after graduation. 

As Gast says, quoting a Walt Disney mantra, “Make it so good that they want to come back and bring their friends.”