1. No category

Internship
Manual
A Comprehensive Resource for Employers
Undergraduate Career Center
Internship Manual for Employers
Table of Contents
I.
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III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.
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Internships Defined............................................................................................................................................pg.3
Designing an Internship………………………………………………..……………………………………………..pg.5
Work Responsibilities and Position Descriptions………………………………………………………….pg.4
Payment………………………………………………………………………………………..……………………………pg.7
Academic Credit for an Internship……………………………………………………………………...………..pg.8
Time Commitments and Expectations………………………………………………………….………………pg.8
Identifying and Recruiting Talent…………………………………………………………………….…………..pg.9
Supervising and Managing Interns…………………………………………………………………….……….pg.10
Intern Evaluation and Closure……………………………………………………………………….…………...pg.11
Providing References……………………………………………………………………………………...…………pg.11
International Interns: Working with Non-US Citizens…………………………………………...…….pg.12
Appendix
i. Selected Best Practices for Internships……………………………………………………………pg.13
ii. Internship Contract………………………………………………………………………………………..pg.14
iii. Internship Evaluation…………………………………………………………………………………….pg.16
iv. Road Map for Internship Planning (Tool for Students)…………………...........................pg.18
Internship Manual for Employers: A Comprehensive Resource
INTERNSHIPS DEFINED
What is an internship?
An internship is a pre-professional, intensive learning experience that offers meaningful, practical
work experience related to a student’s field of study or career interest. Internships are designed to
be time-limited and focused on connecting knowledge learned in the classroom with practical
business skills – providing an opportunity to put theory into practice, and expose students to
industry.
There are many variations of internships: They might be paid or unpaid, part-time or full-time,
taken for credit or no credit and could occur locally, nationally, or abroad.
The Foster School of Business views internships as opportunities for win-win situations. Students
gain new skills, new perspectives and a new context for their education and employers gain new
ideas and energy into their workplace, develop talent and potentially build a pipeline for future fulltime employees.
Internships At-a-Glance:
•
•
•
•
•
•
•
A structured learning experience.
An opportunity to positively influence young professionals and assist in shaping their
employment identity.
Provides opportunities to apply classroom knowledge in a “real world” professional
environment.
Encourages interns to develop and refine skills that are transferable to a variety of work
settings.
Includes a position description with relevant and clearly defined learning objectives.
Provides for supervision and feedback from a professional manager.
Includes resources, equipment, facilities that support learning goals.
An internship is NOT:
• Primarily clerical.
• A vague, undefined experience.
• Unsupervised.
• A way to gain temporary staff to accommodate business needs.
DESIGNING AN INTERNSHIP
The Benefits of an Internship Program:
•
•
•
•
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Key strategy for selecting and developing future talent.
About four out of every five businesses using internships as a recruiting strategy report a ‘good’ to
‘excellent’ return on investment.
Long-term interview and training process. When hired, interns have shorter learning curves when
assimilating into full-time positions.
Gain fresh perspectives and innovative ideas.
•
•
•
•
Internships lead to higher retention rates in full-time positions. Nearly 86% of those who have been
involved with a company’s internship program are still loyal employees.
College students are qualified candidates that can fill both entry-level and special skill set needs.
Build relationships with universities
Interns act as advocates for recruiting additional talent
How Do I Design an Internship?
Being thoughtful and intentional as you design your internship opportunity can mean a more successful
and satisfying experience for all involved. Understanding the benefits of hiring interns and the importance
of clarifying the purpose of having an intern is critical for a successful internship experience – for both the
intern and for the business. The following are some guidelines and points to consider in designing an
internship.
Clarify Your Organizational Needs:
Businesses developing internship programs may want to consider the following questions to assist in
defining the internship position:
• What does your organization hope to achieve from the program?
• Where will you locate your intern(s)? Do you have adequate workspace for them?
• Do you plan to assist with moving and living arrangements, etc.?
• What talents, academic background and experience do you want in an intern?
• Who will be primarily responsible for the intern(s)? Will that person be a mentor, supervisor, or
both?
• What projects or activities will the intern(s) work on? Be as specific as possible. Interns desire
structure and meaningful work.
• It is important to set goals for the internship up front, and to evaluate it once it is completed. Did
the internship meet or exceed your organizational goals? If not, how can the program be redesigned
to ensure a meaningful internship in the future?
Giving Your Internship Purpose:
Students are seeking opportunities that stimulate their interests and provide real-world experiences. A
meaningful, purposeful internship program will:
•
•
•
•
•
•
•
•
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Provide challenging projects and tasks.
List potential activities that fit the needs of the department.
Give interns focused, purposeful roles to keep them motivated.
Provide projects that complement students’ academic programs.
Give them a broad exposure to the organization (remember: this is a chance for them to personally
develop and explore career possibilities).
Provide adequate, reliable, and regular supervision and mentoring.
Serve as an information resource.
Ensure interns are keeping pace and accomplishing goals.
WORK RESPONSISBILTIES AND POSITION DESCRIPTIONS
What Type of Work Does an Intern Expect?
The most essential step to a successful internship is deciding what kinds of work and projects the intern
will do. Interns want to be challenged. The principle reason internships are unsuccessful is not having
enough meaningful work. The best way to structure an internship is to include three types of work:
1. Project work
This can focus on research and analysis or a project that will require the intern to use their specific
skills related to their area of study. Projects should provide interns with highly relevant, skill-building
experience. This is an effective way to utilize resources for lean organizations and for businesses to
focus on specific or emerging business issues.
2. Business Operations
This could include general work that is important to the day-to-day functions of your business or can
provide a background and a broader perspective on your organization. Depending on the focus on the
internship, day-to-day business operations may be a significant portion of the job (i.e. accounting
internships). However, for other types of internships, business operations may not be the primary
focus.
3. Emerging and Unexpected Work
Similar to project-based work, but with higher priorities and a sense of urgency. This type of work can
provide interns with a taste of the true nature of your business and the wide variety of issues that
employees manage.
Ideally, an internship would have a balance of work related projects, daily operations and immediate needs.
This will enable the intern to be productive and have a well-rounded learning experience. They will value
the challenge and variety that comes from assisting with these new tasks.
Sample Position Descriptions:
Most position descriptions will include a brief statement about the company as well as a brief introduction
to the position. All descriptions should include a list and/or description of responsibilities and a list and/or
description of requirements. Additional desired qualifications can also assist in ensuring you get the most
appropriate talent to apply for your position.
SAMPLE - Tax Internship
Summary:
This position is an internship at a small, fast-paced, tax accounting firm. Spring internship will be offered
during the academic year to coincide with tax season. Require a minimum of 10 hours per week during
business hours.
Duties and Responsibilities:
• Prepares various types of income and sales & use tax returns
• Prepare, analyze and summarize tax information into easily understood documents
• Research and respond to notices received by various taxing jurisdictions
• Prepare account reconciliations and journal entries related to tax accruals
• Provide support for tax modeling
• Research and provide summaries of various tax matters
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Qualifications and Requirements:
• Bachelor’s degree in Accounting or Business Administration
• Pursuing a Masters of Taxation or Accountancy degree with a desire to pursue a career in tax
• Experience with Microsoft Office
Apply through HuskyJobs - # 109876
Resume Deadline: January 1, 20XX
SAMPLE - Marketing Internship
Dynamic PR and Marketing Firm is seeking an intern extraordinaire. We’re expanding and need projectbased assistance. In this role you will have an opportunity to write press releases, design and run a social
media campaign, conduct research projects and much more.
Timing: Must be able to dedicate at least 20 hours a week. Hours are flexible. Internship period is from June
15 – September 15.
Qualifications and Requirements:
• International students are encouraged to apply
• Marketing students preferred
• Attention to detail is required
• Social media savvy
How to apply:
Husky Jobs # 109876
Or John.Doe@dynamicpr.com
Application deadline: January 1, 20XX
SAMPLE - Sales Internship Position
Sales Inc. is a large, multi-national organization focused on moving product and developing new customers
and markets. We are seeking motivated, driven students who would like to learn on the job and be part of
our winning team.
Responsibilities:
• Merchandising to effectively market to customers
• Facilitating sales presentations to local business leaders
• Fearless cold calling and business generation within assigned territory
• Skillfully closing sales
• Devising creative and effective sales approaches, solutions and proposals
Qualifications:
• Excellent interpersonal, written, and oral communication skills
• Effective negotiating and closing skills
• Experience preparing, delivering, and following-up on product / service proposals and pricing
quotations
• Candidates must have at least a 3.0 GPA and be currently enrolled in school or post-graduation of
six months.
Timeframe: Summer 2014 (start May/June) for 12 weeks
Submit your resume and cover letter to:
www.salesinc.com/careers
For additional questions or information:
internatsales@sales.com
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PAYMENT
Should I Pay an Intern?
Paid internships fairly compensate interns for the work they are performing for the organization.
Importantly, paid positions yield a deeper and more skilled pool of applicants for the position. Receiving
payment for their work creates a stronger feeling of loyalty and investment for an intern which often
translates to a willingness to commit to full-time positions. An initial investment in paying an intern can
provide a viable pipeline for dedicated long-term employees – reducing the high costs for new employee
hiring and training.
Beyond these reasons for providing payment, there are some legal concerns which must be addressed in
the decision to pay or not pay an intern. While there are not any current legal requirements that interns be
paid, organizations need to ensure their positions are in compliance with the US Department of Labor’s
Test for Unpaid Interns.
The following six criteria must be applied when making the determination to NOT provide
payment. All 6 criteria must be true:
1) The internship, even though it includes actual operation of the facilities of the employer, is
similar to training which would be given in an educational environment;
2) The internship experience is for the benefit of the intern;
3) The intern does not displace regular employees, but works under close supervision of
existing staff;
4) The employer that provides the training derives no immediate advantage from the activities
of the intern; and on occasion its operations may actually be impeded;
5) The intern is not necessarily entitled to a job at the conclusion of the internship; and
6) The employer and the intern understand that the intern is not entitled to wages for the time
spent in the internship.
If ALL of the factors listed above are met, an employment relationship does not exist under the
FLSA, and the Act’s minimum wage and overtime provisions do not apply to the intern. This
exclusion from the definition of employment is necessarily quite narrow because the FLSA’s
definition of “employ” is very broad.
For more detailed information, please visit the DOL’s website:
http://www.dol.gov/whd/regs/compliance/whdfs71.htm
Organizations may wish to bring in legal counsel with specific questions regarding compensating interns.
While academic credit can be seen as some companies as an alternate form of compensation, many
students do not value academic credit as a compensatory option, as they have to pay and register for
academic credits.
How Do I Calculate a Fair Wage?
The average hourly wage rate for a bachelor's degree intern is $16.26 (includes all BA disciplines, including
engineering which tends to pay the highest for internships and new hires). Average internship salaries for
business students range from $10.00-$17.00/hour depending on the level of specific and technical skills
required. Generally, the closer to the terminal degree, the higher the internship wage. A college senior, for
example, averages 20.2 percent more than a student who just completed the freshman year: $17.47 versus
$14.53 per hour.
In addition to wages, many employers add benefits to their internship compensation packages. The most
popular benefit: relocation assistance, with roughly three out five employers giving their interns something
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in terms of moving assistance or a housing stipend. Also popular, with approximately half of employers
offering them, are social activities for interns and holiday pay.
(From: http://www.naceweb.org/knowledge/gg/how-much-should-you-pay-an-intern.aspx)
http://www.naceweb.org/s04022014/hourly-wages-interns-co-ops.aspx
ACADEMIC CREDIT
Getting academic credit for internships:
While academic credit can be seen by some companies as an alternate form of compensation, many
students do not value academic credit as a compensatory option, as they have to pay and register for
academic credits.
It is the student’s responsibility to initiate this process through Undergraduate Career Services. Should they
have questions or concerns you can refer them to the Foster Undergraduate Career Center for support. To
receive academic credit, the student will register for the credit, write a reflection paper on their experience,
and will need to have a formal evaluation performed by their internship employers. The evaluation form to
be used can be found of pages 16-17 of this manual.
TIME COMMITMENTS AND EXPECTATIONS
How Many Hours Per Week Should an Intern Work?
Internships are part-time, between 10-20 hours a week; not to exceed 20 hours a week during the
academic year (September-June) and should be flexible, as it is generally something a student pursues
while also taking classes. Summer internships, or those during a quarter in which the student is not
enrolled in courses, can require up to 40 hours a week.
How Many Weeks or Months is a Typical Internship?
An average internship is 3-4 months coinciding with a student’s typical quarter or summer. A key factor in
determining proper internship length is that an internship should be long enough so that an intern can get
into the rhythm of the position and complete deliverables that are valuable to you and them. If your
position is only for 5-10 hours a week consider a 6-8 month long internship.
Season
Beginning Date
End Date
Fall
Late-Sept/early Oct
Mid-December
10-20
Spring
Early April
Early June
10-20
Winter
Summer
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Mid-January
Mid-Late June
Mid-March/Early
April
Early-mid September
Avg. # of Hours / Week
10-20
20-40+
IDENTFYING AND RECRUITING TALENT
How Can I Find the Best Possible Intern?
The best way to recruit top talent is to be an actively engaged employer on campus. We encourage
employers to develop and maintain strong relationships with Foster Undergraduate Career Services
who in turn can assist you with gaining exposure and building relationship with students. It is our aim
for all employers to consider Foster Undergraduate Career Services as a “base” and resource for many
of your recruiting needs.
For recruiting specific support, Foster Career Services can provide employers with information on
annual career fairs, HuskyJobs - the UW job-posting service, the weekly Foster internship listserv, oncampus recruiting, and other options for connecting with students.
To develop long-term relationships with the Foster School, we encourage employers to consider
engaging with students in a variety of less formal recruiting activities. These can include: hosting an
open-house at your workplace; joining us for mock interviews or resume reviews; or delivering a
workshop to students. For more ways to engage see:
http://www.foster.washington.edu/undergradcareers/Pages/Engage-at-Foster.aspx
Consider this type of engagement as part of your overall internship recruitment strategy so students
are thinking about your business year-round and not just when they are meeting your resume
deadline for an open position.
How Do I Advertise my Internship to Foster School of Business Students?
A key way to advertise your internship is through the University of Washington’s online job and
internship board, HuskyJobs, which is used by students and alumni from a wide variety of degrees and
programs. In addition to HuskyJobs, employers may also wish to post positions on the Foster
Internship Listserv.
Foster Internship Listserv
The Foster internship Listserv is a targeted, weekly e-mail sent to registered Foster School of Business
undergraduate students exclusively. This message highlights about 10-12 internship positions –
providing links to Husky Jobs and/or attached position descriptions. It is distributed to about one
thousand students each Friday.
What are the Benefits of Husky Jobs and Partnering with the Foster Undergraduate Career
Center?
HuskyJobs allows you to post positions and manage the recruitment process – including selecting
candidates and scheduling interviews. You can set resume deadlines, review all of the submitted
resumes and select the students who you wish to interview. With a few simple clicks, e-mails will be
automatically generated informing the selected students that they need to identify interview times. As
an employer you are welcome to use the interview rooms Foster Undergraduate Career Services.
Should you need support or assistance with Husky Jobs or would like to reserve interview please
contact Career Services.
Phone: 206.221.6858
Email: bzcareer@uw.edu
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Events
UW Internship Fair
You may also wish to participate in an upcoming Internship Fair, Career Fair or other recruitment
event. A full list can be found at http://careers.uw.edu/employers/calendar
Foster Undergraduate Career Center Events
The Foster Undergraduate Career Center offers a number of annual recruiting events which you may
wish to participate in. These include Career Fairs, conferences, employer panels and workshops. For
the most current dates, please visit our web site at:
http://www.foster.washington.edu/undergradcareers/Pages/default.aspx
SUPERVISING AND MANAGING INTERNS
Ensuring a Successful Internship Experience – Guidelines For Students:
The following guidelines are communicated to students regarding supervision and management. The
principle aim of internships is provide real-world experience to augment classroom learning. An
internship is an extension of the Foster learning environment. Students are encouraged to be reflective
of their goals, learning objectives and professional conduct. We encourage employers who are hosting
interns to reinforce this as a learning experience.
•
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•
•
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•
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Set obtainable goals based on your aspirations and the employer’s needs.
What do you hope to get out of an internship? Regularly refer back to the goals as you progress
in your internship experience this will allow you to draw connections between your
internship, academic coursework, and future career interests.
Be sure to communicate with your supervisor and ask for what you need.
Ask questions when you have them and clarification when you need it. Update your supervisor
on progress you make or roadblocks you run into, and communicate regularly with him/her.
Show interest in the work you are doing, and how it contributes to the overall organization.
Measure your progress and document your work.
Make notes for yourself as you go as to projects you are involved with, and keep copies of your
work.
Be professional, positive and productive – Arrive at your internship on time, dressed in clothes
appropriate for the setting. Don’t take or make personal calls or check personal email, except
on lunch break if approved by your organization. Be a positive and friendly presence in the
office.
Challenge yourself, but don’t overextend.
While it is understandable that you want to ‘show what you can do’ in an internship, one way
to have an unsatisfactory experience is to get yourself involved in so many tasks or projects
that you aren’t able to complete them with quality results.
Most employers look at internships as a mutually beneficial experience.
Ensure you are learning and consciously developing skills while also working hard to advance
the mission and work of the organization for which you are interning.
INTERN EVALUATION AND CLOSURE
What are some guidelines for evaluating interns' work?
To begin, there should be a clear and concise yet thorough internship description available to the
student that outlines duties, responsibilities and expectations. These set clear expectations and
provide a framework for evaluation and feedback.
It can be useful to set aside time at the mid-point and at the conclusion of the internship to provide
formal feedback and advice. During these meetings you may wish to discuss the intern’s goals and
learning objectives as well as provide performance feedback - both positive and constructive.
Although not required for non-credit internships, you may wish to use the sample internship
evaluation form (see pages 16-17) to guide your conversation with an intern. For those students who
are doing the internship for credit, completing the form is a requirement.
What should be done to provide closure to the internship?
At the conclusion of the internship, it can be rewarding for the intern to share key learnings they have
gained from the experience. If they have been working on a specific project, it may be appropriate for
them to present their work to business leaders. This type of formal, final presentation can be an
excellent learning opportunity itself and can serve as a capstone or celebration of their work.
Intern supervisors are also encouraged to provide closure on the internship experience by:
• Offering advice, insights and sharing information about your own career path and interests.
• Conducting an exit interview in which you discuss what went well, what you see as strengths,
and what areas you would suggest additional growth in. Feedback received through this
process can also assist you in enhancing your internship program for future interns.
• Suggesting relevant professional organizations they should consider becoming part of, or
affiliations and certifications they should seek in order to be successful in your field.
• Offering to provide a reference, if appropriate.
PROVIDING REFERENCES FOR INTERNS
If a student who has done an internship with your organization asks to use your name as a reference
for a job application, here are some tips:
•
•
•
•
•
•
•
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Discuss the type of reference you will provide with your intern. If you cannot provide a good
reference, be honest with the individual.
Follow your organization's policy regarding providing a reference. If references are handled in a
centralized fashion, direct the employer to the appropriate person in the organization.
There is no such thing as “off the record.” Informal discussions with prospective employers
regarding a person’s performance should be avoided.
Prior to providing a reference, obtain consent from the person about whom the reference will be
given.
Do not include information that might indicate an individual’s race, color, religion, national origin,
age, disability, citizenship status, sex, or marital status.
Information should be factual, based upon personal knowledge/observation of the student
through direct contact, or obtained from the personnel record or student record.
Relate references to the specific position for which the student has applied and to the work that
the applicant will perform.
•
State in the reference letter: “This information is confidential and should be treated as such. It is
provided at the request of (name of student), who has asked me to serve as a reference."
From: http://www.naceweb.org/gg/reference-tips.aspx
INTERNATIONAL INTERNS: WORKING WITH NON-US CITIZENS
International students are eligible to work in internship positions provided they are able to secure
Curricular Practical Training (CPT). This is temporary authorization for practical training directly
related to their major field of study. "Practical training" can include employment, internship
experience (paid or unpaid), cooperative (co-op) education experience, practicum participation, etc.
CPT is authorized by the UW International Student Services (ISS) office in accordance with the F-1 Visa
regulations.
It is the student/intern’s responsibility to apply for CPT and any associated academic credits to maintain
their F-1 Visa status. As an employer you can anticipate your intern will provide you with an I-20 form
to allow them to work.
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APPENDIX
Selected Best Practices for Internships:
 Provide interns with real work assignments
Providing interns with real work is number one to ensuring your program’s success. Interns should be
doing work related to their degree. The work should be challenging, recognized by the organization as
valuable, and fill the entire work term.
 Hold orientations for all involved
Orientations ensure that everyone starts with the same expectations and role definitions - managers
and mentors and interns. This is time well spent—the effort you put into these sessions will pay off
throughout the program.
 Have an intern manager
Having a dedicated manager for your intern program is the best way to ensure it runs smoothly and
stays focused on your criteria for success. Unfortunately, the size and resources available to most
internship programs mean this is not always possible. This gives the interns a “go-to” person, and
gives you and your staff a break from the many daily tasks involved in running a program of any size.
 Offer training/encourage outside classes
Providing students with access to in-house training—both in work-skills-related areas, such as a
computer language, and in general skills areas, such as time management—is a tangible way to show
students you are interested in their development.
 Offer flex-time and/or other unusual work arrangements
Students mention flex-time as one of their most-desired features in a job. A flexible time schedule
allows students in managing their academic work and other commitments. Some employers may
continue work with interns on a part-time or remote basis.
 Conduct focus groups/surveys
Conducting focus groups and feedback surveys with these representatives of your target group is a
great way to see your organization from the student’s perspective. Focus groups can also yield
information about what your competitors are doing that students find appealing.
 Showcase intern work through presentations
Students work very hard at completing their projects and assignments and are generally proud of their
accomplishments. Setting up a venue for them to do presentations allows them to practice their formal
business presentation skills, demonstrate their achievements, and also showcase the internship
program to all employees.
 Conduct exit interviews
Whether face-to-face or over the telephone, a real-time exit interview done by a member of the college
relations team is an excellent way to gather feedback on the student’s experience and to assess their
interest in coming back. Having the students fill out an exit survey and bring it to the interview gives
some structure to the conversation
 For more information:
http://naceweb.org/internships/15-best-practices.aspx
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Michael G. Foster School of Business
495 Internship Contract
This form serves as an application for a 495 and is used to establish credit arrangements with the Foster School of
Business and the internship supervisor. A student should submit the completed form to the Undergraduate Programs
Office once he or she has secured an internship and has decided to receive credit for that internship. This contract must
be turned in before the internship begins; even if special arrangements have been made that allow you to register for the
495 the quarter immediately following the internship.
Student Information
Name
Student Number
Phone
Email
Address
Class Standing: Fr. So. Jr. Sr. 5th Yr
Major
Sponsoring Organization
Organization
Address
City
State
Contact/Supervisor
Zip
Title/Position
Phone
Fax
Email
1. Quarter(s)/Year will you be working:
1 credit = 10 hours/week
2 credits = 20 hours/week
3 credits = 30 hours/week
__4 credits = 40 hours/week
2. How many hours per week will you work?
3. How many credits will you receive if you meet all expectations?
4. Pay:
This is a volunteer position (no wages, salary or stipend provided)
This is a paid position at the rate of
per
hour
month
quarter
Other compensation (please specify)
5. Have you ever registered for General Studies 350 or received credit for internships prior to this? If so, who was your
faculty sponsor?
6. Would you allow the Undergraduate Program Office to post your name and the company with whom you’re
interning on the website so that other students can see where current students have internships? This may result in
networking opportunities for you and/or other students. Yes
No
Part I: The Internship
Job Description: Describe the internship on a separate sheet of paper, or attach a job description, including specific
duties and responsibilities, special training offered and special projects that may involve you.
Supervision: On a separate sheet of paper, describe the supervision to be provided by the internship organization
stating what kind of orientation, instruction, assistance, consultation, mentorship, etc., you will receive and from whom.
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You may instead attach a letter from the employer stating a. supervisor, b. internship duties, c. weekly hours and
number of weeks.
Part II: Learning Objectives and Learning Activities (Optional)
Objectives: On a separate sheet of paper, describe what you intend to learn through this internship experience? Be as
specific as possible.
Activities: On a separate sheet of paper describe how your internship will enable you to meet your learning objectives.
Include projects, research, report writing, meetings, etc., that will be a part of your internship, relating them to your
learning objectives.
Part III: The Agreement
The student agrees to:
1. submit this contract in order to register for 495 credit;
2. perform to the best of his or her ability and to the satisfaction of the internship supervisor all assigned tasks;
3. adhere to all personnel rules, regulations, and other standard requirements of the host organization, including
regular and punctual reporting to the internship site;
4. complete an internship paper to be submitted to the Undergraduate Programs Office, no later than the first day of
final exams week. The paper should be five pages in length per credit hour enrolled, relate the internship
experience to Foster School coursework, and be appropriately cited and referenced
5. fulfill any additional requirements assigned by the Foster Internship Sponsor
The Internship Supervisor agrees to
1. work directly with the student and make explicit arrangements with the student concerning the expectations,
hours, duties, and overall goals described in this contract;
2. provide a valuable learning environment for the student, with a minimum of routine work such as typing and
filing;
3. communicate periodically with the student about his or her performance, keeping a record of the student’s hours
and performance on the job;
4. complete an evaluation of the student’s performance. This evaluation will be sent to the Undergraduate Programs
Office.
The Undergraduate Programs Office agrees to
1. provide administrative support as needed by the student and internship supervisor;
2. upon request from the student or supervisor, help to resolve any difficulties that may arise;
3. conduct a mid-term check in with the intern supervisor
4. Collect end of quarter evaluation forms from intern supervisors
5. maintain liaison with the host organization on behalf of the Foster School of Business
Student Signature:
Internship Supervisor Signature:
A confirmation letter or email from the Supervisor to the Foster Internship Sponsor may be acceptable.
Internship Sponsor Signature
Note: This information is confidential and will not be shared with any other parties than the three involved in the contract.
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.
Michael G. Foster School of Business
Student Performance Evaluation
To be completed by the employer upon completion of the internship.
Student:
Internship Organization:
Supervisor:
1. Did the student intern fulfill his/her commitments?
Yes
No
2. How many hours per week did the student intern work throughout this internship?
3. How many weeks did the student intern for you?
Evaluation Factors
Competence (knowledge,
skills, and ability to perform
assigned tasks)
Initiative (proceeds well on
own, completes all assigned
work on time)
Ability to learn (learns work
readily, accepts and follows
directions)
Relationships
(cooperativeness, tact,
effectiveness, in working with
others)
Leadership (ability to assume
leadership role in assigned
tasks)
Creativity (Perceives needs,
originates new ideas)
Quality of work (neatness and
efficiency with which work
assignments are completed)
Quantity of work (amount of
acceptable work employee is
capable of producing)
Dependability (reliability,
punctuality, attendance)
Additional Specific skills,
knowledge or abilities
important to the job
Excellent
Very
Good
Good
Fair
Poor
Comments
Would you be willing to take additional University of Washington interns? Yes
16
No
If you would like someone to contact you regarding another intern please include contact information below:
Name
Phone:
Email:
Signature:
Month and/or year you would like to be contacted regarding internships
17
18