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Habitat for Humanity of Minnesota’s
Internship Program Manual
June 2008
Welcome to the Internship Manual
This manual was created and compiled in the VISTA Program year 2007-2008 by HFH-MN
VISTA Leader Brenna Severson. It provides a brief overview of how to successfully create,
recruit, orient and manage an internship program. It focuses specifically on placing an intern
from a Twin Cities school in a Twin Cities organization, but much of the information is general
enough that it can be transferred to other communities.
Much of the research was done through the career service websites for the metro area colleges
and universities. However, a significant portion of the orienting and managing interns
information came from the Internship Manual from Washington College. You will note which
pages include information from this resource at the bottom of each page. The manual is
available on their website, please visit http://internships.washcoll.edu.
Enjoy!
Brenna Severson
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Table of Contents
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What is an Internship?
How Can an Affiliate Use an Intern?
Internship Best Practices
How to Set up an Internship
Writing a Work Plan
Sample Internship Work Plan
Sample Internship Work Plan 2
Academic Credit
Legal Issues
Recruitment Information
Sample Internet Posting
Sample Interview Questions
Sample Reference Check Questions
Sample Offer Letter
Sample Rejection Letter
Sample Contract Agreement
Top Ten Concerns of Interns
Orienting an Intern
Managing an Intern
Sample Mid Year Evaluation
Pg. 3
Pg. 4
Pg. 5-6
Pg. 7
Pg. 8
Pg. 9-10
Pg 11
Pg. 12
Pg. 13
Pg. 14
Pg. 15-16
Pg. 17-18
Pg. 19
Pg. 20
Pg. 21
Pg. 22-23
Pg. 24
Pg. 25
Pg. 26
Pg. 27-29
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What Is An Internship?
An internship is carefully monitored work or service learning in which the student has clearly
defined learning goals through hands-on experience at an organization.
Common Characteristics include:
• Typical last 3-6 months (often one academic semester)
• Generally a one-time occurrence
• May be part or full time (based on a variety of factors)
• May be paid or unpaid
• May be required by the academic program
• It can be distinguished from a part-time job in that it has intentional learning components
structured into the work plan
How Do Internships Benefit Employers?
• A cost-effective way to recruit and evaluate potential employees
• A source of highly motivated pre-professionals
• Visibility of your organization is heightened on campus
• Freedom for full time staff to pursue more creative projects
• Better image relations with the surrounding community
Common Intern Profile
College undergraduate and graduate students fill most of the internship positions. Increasingly,
more undergraduate programs are encouraging or requiring their students to have a certain
number of internship hours to graduate from the program. As a result, placing an intern will be
easier for affiliates with a local college nearby. Graduate students are almost always required to
complete an internship (roughly 400 credit hour) for graduation. Most interns work on a parttime basis, putting in between 5-12 hours a week, however, some upperclassmen and graduate
students work on a more full time basis, putting in almost 40 hours a week. Most internships are
for one semester at a time. [Note: most of the full-time intern positions include monetary
compensation.]
Source: Washington College
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How Can An Affiliate Use an Intern?
Interns are a great way to increase the productivity of an affiliate without hiring more staff. This
is especially beneficial for affiliates that cannot afford to hire more staff, but have areas of work
that need to be done to increase the efficiency of the organization.
If there is a project, large or small, that the affiliate needs done but does not have the manpower
to do, this may be a prefect time to think about hiring an intern. Some internships can last a full
year, while others can be shorter term during the summer months. Some internships are paid
while others are not. There is almost no limit to the flexibility for hiring an intern at your
affiliate.
Many college students are required or highly encourage getting “on the job” experience during
the summers before they graduate. It is easy to market internships to students who need this
experience. Try to match an internship up with students who may be studying similar areas. For
instance, if you would like someone to help out with Family Support or Selection, you may find a
student interested in social work that would like some real world experience.
Listed below are some possible internship projects that your affiliate may want completed, but
remember this list is not all encompassing, and your affiliate may have other projects that need to
be tackled.
Ideas for Internship Categories & Projects
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Restore
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Marketing Plan
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Business Plan
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Market Study
Public Relations & Marketing
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Website Design
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Marketing Plan
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Newsletter Design
Fund Development
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Donor Database
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Case Statement
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Grant Writing
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Event Planning &
Coordination
Construction
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Green Building Practices
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Construction Manual
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Advocacy
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Profiles of Successful
Homeowner Families
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Statistics on Local Need for
Affordable Housing
Volunteer Recruitment /
Management
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Tracking Volunteer Hours
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Volunteer Recognition
Events
Church Relations
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Database of Church
Contacts
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Church Ambassador
Program
Family Support / Selection
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Homeowner Training
Curriculum
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Family Selection Manual and
Committee Building
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Best Practices Information
Sources: Advice from former Intern Katie Tucholke (Lake Agassiz) & Intern Supervisor Anne Walters
(CMHFH) & Washington College Internship Manual
Common Intern Profile
College undergraduate and graduate students fill most of the internship positions. Increasingly, more
undergraduate programs are encouraging or requiring their students to have a certain number of
internship hours to graduate from the program. As a result, placing an intern will be easier for affiliates
with a local college nearby. Graduate students are almost always required to complete an internship
(roughly 400 credit hour) for graduation. Most interns work on a part-time basis, putting in between 512 hours a week, however, some upperclassmen and graduate students work on a more full time basis,
putting in almost 40 hours a week. Most internships are for one semester at a time. [Note: most of the
full-time intern positions include monetary compensation.]
Recruitment Strategies
Most colleges have an online internship program-listing site where organizations can apply to have their
“posting” online. For all of the metro area schools, Habitat MN has the necessary passwords to put a
position online. Any affiliate can create an “employer” account with the school and can post their
positions online without assistance from Habitat MN. Traditionally, the posting will include the
following information:
• Organization’s contact information
• Organization’s mission & brief history
• Internship title and brief job duties description
• Required courses any applicant must have completed to qualify
• Any special skills or requirements applicant must have
• Number of hours intern will be expected to work (as well as the length of internship)
• Compensation (if any)
Hiring Practices
Similar to the VISTA Program: Each applicant must submit a resume, a cover letter and one or two reference
names for verification. After reviewing these materials, the supervisor may want to set up a formal inperson interview.
Compensation
Though many corporations host interns for pay, there are a large variety of unpaid internships,
replacing it with academic credit. Neither Lake Agassiz nor Central Minnesota paid their interns. The
traditional pay range for an undergraduate internship was between minimum wage and $15 per hour;
for graduate students it’s between $12-20 per hour.
Academic Credit
Every school varies on how much credit a student can receive and for how many credit hours. The
average conversion is about 10-12 hours a week equating to 4 credits. The good news is that the intern
is responsible for being the liaison between the college and the organization, with the exception of the
University of St. Thomas (see academic credit section on page 7 of Creating an Internship section).
The common theme among the schools was for the intern to apply directly to the organization for
placement. Once selected, the intern completes paperwork at his or her school to receive the credit and
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the organization merely needs to sign off on the intern’s hours and in some cases a self-created
contract. These contracts often include information on intended learning objectives for the student
and how it will enrich his or her studies. The student drafts these learning contracts and the
organization can review and revise them.
Best Practices (Advice from Anne Walters - CMHFH & Katie Tucholke - Lake Agassiz)
• Make the intern feel like a staff member; provide them with a workspace, have them attend
staff meetings, etc.
• Have a standard work plan (similar to the VISTA program) that you review with the applicant.
Have set meeting times to review progress as it occurs.
• Have an assignment ready for the intern to complete during the first few weeks. Also always
have a staff member present to answer questions during the beginning weeks.
• Additionally, this work should not be envelope stuffing exclusive, give interns a project that
they can own and run with, giving them a more enriching experience.
• While you might not have funding to pay the intern, reimburse for Habitat expenses (including
mileage) and make sure to occasionally treat your intern (to lunch for instance).
• It’s important to include a little “hands-on” work for the interns so they can get the full
experience of Habitat’s mission; a day at a build site for instance.
Sample Work Plan Example: Dayna Adams (Spring Semester 2005 - CMHFH)
Website management:
Dayna will work with the Volunteer Website Task Force in updating CMHFH’s website, writing
articles, updating information, assessing on-line donations, adding photos, creating a website
management guide with all website information and other activities as directed by the Internship
Supervisor.
Special Event Planning:
Dayna will assist with special event planning for CMHFH in regards to needs determined by the
Internship supervisor. Dayna will assist with promotion, logistical planning, donor and vendor
involvement/invitations, thank you’s, and event management for possible events such as home
dedications, The Women Build Task Force fundraisers and other opportunities as they arise.
Community Awareness/Promotion of CMHFH Neighborhood Development Plan:
Dayna will also work with the Internship Supervisor in planning and launching community awareness
and promotion of CMHFH’s new neighborhood development in St. Cloud.
Resource Development Research
Dayna will assist with software database conversion process. Dayna will assist Internship Supervisor in
compiling a Raiser’s Edge user manual. Dayna will assist with researching potential Habitat donors,
qualifying names, and entering them into the development database. Dayna will assist in maintaining
donor relationships, preparing proposals, Power Points, and needed materials for donor and business
presentations.
Case Statement Research
Dayna will assist with the research of housing and poverty statistics for Central Minnesota, and will also
assist in the development of the Central Minnesota Habitat for Humanity Case Statement.
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How to Set Up an Internship Program
The most important aspect of designing an internship program is to ensure that the benefits will meet
the organization’s needs adequately. Talk with staff to determine program goals that everyone
understands.
Set Goals – ask yourself these questions
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•
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What does your affiliate hope to achieve from the program?
Are you looking for additional help on a specific project?
Are you a nonprofit that does not have a lot of money to pay but can provide an interesting and
rewarding experience?
In the Habitat for Humanity of Minnesota office, we met as a whole staff in November of 2007 to
determine the feasibility of hosting an intern in the office for the fall. The following is the agenda of
this meeting.
Agenda for Internship Planning Meeting with HFHMN Staff December 2007
1. Review information gleaned from affiliates
2. Discuss possibility of Interns at HFHMN, what are the Pros and Cons?
3. Discuss how HFHMN can assist affiliates with setting up intern program
Questions to be answered to create an internship program at HFHMN
• Compile a list of possible projects/tasks for intern.
• How much of a time commitment would we need? Part time, full time? Are we ready for one
in Spring 2008?
• Who would supervise Intern?
• Where would the Intern work?
• Do we have any funding we want to set aside for intern?
The conclusion of our meeting was that we wanted to have a media and communications marketing
intern to focus on the Habitat 500 project with Jenni. Jenni and Brenna would work together to recruit
for the position and Jenni would interview and supervise the intern.
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As noted earlier, one of the most important aspects of having an intern is clearly articulating
the tasks the intern should work on. The easiest way to organize this, is through an internship
work plan.
Write a Work Plan
Draft a job description that details clearly, the job duties. Remember everyone considering to get
involve with the organization will read this.
Things to think about:
• Will you pay the intern? If yes, how much? Where does the funding come? Since wages vary
widely from organization to organization, does your organization offer competitive prices?
• Where will you put the intern? Do you have an actual workspace for the intern? Can you
assist the intern with parking arrangements?
• What sort of academic background and experience are you looking for? Decide on
standards of candidates ahead of time, that way you can narrow down your choices quickly.
• Who will have the primary responsibility supervising for the intern?
• What will the intern be doing? Be as specific as possible, craft a work plan, similar to the
VISTA work plan. A structured work plan will ensure the intern is actually working effectively.
• Do you want to plan a program beyond the assigned work of the intern? Will you
provide the intern with special training programs, performance reviews, lunches with executives
and social event opportunities? Note: interns are walking advertisements for your organization,
what do you want them to say?
• Assign the intern to a mentor. This person should be in charge of whether the interns like or
dislike the program. This is especially important for the first few months of the program, so
the intern can learn more efficiently and in a safe setting.
Source: Washington College
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Sample Internship Plan for Dayna Adams Spring 2005
Internship Supervisor: Anne Walters, Resource Development Supervisor, Central MN Habitat for
Humanity, 320-656-8890
Hours: 9 am – 4 pm, 1 pm lunch break; hours flexible depending upon lunch meetings and evenings
meetings. Dayna’s internship calls for approximately 30 hours per week
First day in office: Thursday, January 19th, 2005
End of Internship: May 2006, TBD
Dayna will keep her own record of time sheets with approval from Internship Supervisor.
Website management:
Dayna will work with the Volunteer Website Task Force in updating CMHFH’s website, writing
articles, updating information, assessing on-line donations, adding photos, creating a website
management guide with all website information and other activities as directed by the Internship
Supervisor.
Special Event Planning:
Dayna will assist with special event planning for CMHFH in regards to needs determined by the
Internship supervisor and other task forces. Dayna will assist with promotion, logistical planning,
donor and vendor involvement/invitations, thank you’s, and event management for possible events
such as home dedications, The Women Build Task Force fundraisers and events, C.M.H.F.H’s annual
Signature Event, Builders Blitz 2006, and other opportunities as they arise. Dayna will attend the
Women Build Task Force Meetings, St. Cloud Chapter P.R. Committee meetings, Blitz Build Meetings
and other task force meetings as directed by the Internship Supervisor.
The primary areas of focus will be the Women Build Project (week long build August 14-19, 2006),
Blitz Build Project in Elk River (June 5-9, 2006), and the Special Events Task Force that will work on
planning a Signature Event for spring 2006. Dayna will develop a special events guide that will detail
steps involved for each special event. Dayna will also attend weekly staff meetings as seen necessary by
Internship Supervisor.
Community Awareness/Promotion of CMHFH Neighborhood Development Plan:
Dayna will also work with the Internship Supervisor in planning and launching community awareness
and promotion of CMHFH’s new neighborhood development in St. Cloud.
Resource Development Research:
Dayna will assist with software database conversion process. Dayna will assist Internship Supervisor in
compiling a Raiser’s Edge user manual.
Dayna will assist with researching potential Habitat donors, qualifying names, and entering them into
the development database. Dayna will assist Internship Supervisor in maintaining donor relationships,
(includes possible phone calls and letter writing) preparing proposals, Power Points, and needed
materials for donor and business presentations.
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Case Statement Research:
Dayna will assist with the research of housing and poverty statistics for Central Minnesota, and will also
assist in the development of the Central Minnesota Habitat for Humanity Case Statement.
Learning Opportunities:
Dayna will have the opportunity to learn about the Family Support and Selection Process by sitting in
on their meeting. Dayna will attend at least one C.M.H.F.H. Board of Directors meeting and St. Cloud
Habitat Chapter meetings as deemed necessary. Dayna will also participate in volunteer group building
projects.
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Sample Work Plan for HFH-MN Hab500 Marketing Intern
PUBLIC RELATIONS INTERNSHIP WORK PLAN SPRING 2008
POSITION DESCRIPTION
The intern would be responsible for further refining the public relations and media operations of the
Habitat 500 Bike Ride. The intern would assist with developing a process for ensuring significant press
coverage for the event. The end product would be a strategic media plan that incorporates timelines,
templates for press releases and media alerts, and a media contact database among other things.
RESPONSIBILITIES
• Assist with several key projects, such as the monthly newsletter, direct mail materials, press
releases, and public outreach efforts/events.
• Develop a plan to track effectiveness of various media efforts.
• Develop a timeline for media communication.
• Update, maintain and utilize media contact lists and research resources for easy and ongoing
updates.
• Work with Chambers of Commerce, Convention and Visitors Bureaus and other community
organizations located along the route to promote the event.
• Organize and archive media materials and files.
SPECIFIC QUALIFICATIONS NEEDED
• Knowledge of and experience with general marketing and public relations principles.
• Excellent writing skills.
• Experience with word processing and desktop publishing programs required.
• Some experience with public relations issues.
• Independently motivated to prioritize and meet goals.
• Previous internship experience a plus!
ACADEMIC COURSES REQUIRED
Successfully completed at least two years in college and coursework in journalism, communications,
marketing, and / or public relations.
LOGISTICS OF THE INTERNSHIP
Required hours: 10 hours/week
Compensation: $8.00 per hour
Location: Most tasks and responsibilities to be completed at a location to be determined by the intern
outside the Habitat Minnesota offices. A small, select set of duties will need to be completed at Habitat
for Humanity of Minnesota, 2401 Lowry Ave NE, #210, Minneapolis MN.
Length of Internship: One semester (February – May, 2008)
HOW WILL THIS INTERNSHIP AND ITS CORRESPONDING TRAININGS, ETC.
PROVIDE THE INTERN WITH PRACTICAL EXPERIENCE AND/OR ASSIST WITH
THEIR ACADEMIC STUDIES?
This internship will provide hands-on experience in working with the media. The intern will also learn
about working at a nonprofit as well as working with an all-volunteer planning committee. At the end
of the 4-month internship, the intern will have created a strategic public relations and media guide
along with the necessary supporting materials showcasing their cumulative work for the semester.
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ACADEMIC CREDIT
In lieu of paying an intern, it is often possible to give academic credit. Each school structures their
credit system differently, which can be a bit tricky. The good news is that the responsibility of
processing academic credit usually falls on the shoulders of the intern, with the exception of the
University of St. Thomas. This means that in all Twin Cities schools (except the University of St.
Thomas), the intern will be responsible for finding an internship posting they would to do and
taking that internship to the school’s career services office to apply for academic credit. Often, the
school will require both the student and the organization sign a learning contract. See Resource 5 in
the Resource section for a sample copy of a contract from Macalester College. *At St. Thomas,
however, the intern supervisor has to work with the student to find an academic dean who will
sponsor the internship, involving a little more work for both parties.
The steps for receiving credit for an internship are traditionally as follows, though again, it does vary
slightly from location to location.
Step 1: A student reads an online post about a potential internship and applies directly to the
organization (it is likely the student saw this posting on a school sponsored internship search
website).
Step 2: The student completes the application & interview process with the organization.
Step 3: Once a student has been selected for an internship, the student goes into the career services
office and applies for academic credit. Depending on the school this can take various forms, but
often it includes one of two following:
• The student creates a contact that details his or her work plans and how it relates to his or
her academic field of study (which usually is signed off on by both the career services office
AND the internship organization).
• Or the student completes a pre-fabricated contract agreement between the school and
him/herself without involving the intern organization.
Step 4: Some schools may also add components to the contract that are more “hands on.” This
might include a site visit by an assigned professor or time sheets signed by the internship
organization. These will be detailed in the contract the student signs, and unless decided upon by
the school are not required.
Note: All of this information was located at each school’s career services or career center website.
As a general rule, the information above works for most Twin Cities schools, but for the most up to
date information on any particular school, see the individual website.
LEGAL ISSUES
Source: Rochelle Kaplan, Esquire (www.naceweb.org)
1. Must the employees pay the intern?
If the following criteria are TRUE of the intern, they are deemed a trainee and thus are not
required by law to be paid. However, many interns receive a stipend, which is not
considered income.
Checklist:
• The work is an integral part of the student’s course of study
• The student will receive credit for the work or the work is required for graduation.
• The student must prepare a repot of his/her experience and submit it to a faculty supervisor.
• The employer has received a letter or some other form of written documentation from the
school stating that it sponsors or approves the internship and that the internship is
educationally relevant.
• Learning objectives are clearly identified.
• The student does not perform work that other employees perform.
• The student is in a shadowing/learning mode.
• The employer provides an opportunity for the student to learn a skill, process, or other
business function or an opportunity to learn how to operate equipment.
• There is educational value to the work performed,
• The student is supervised by a staff member,
• The student does not provide benefit to the employer more than 50% of the time.
• The employer does not guarantee a job upon completion of the training or schooling.
2. Do sexual harassment, ADA, discrimination and other laws cover interns?
Yes, the same laws and regulations that protect other employees protect them.
3. Is the intern entitled to workers’ compensation if injured on the job?
While law does not require organizations to provide worker’s compensation, it is advisable
to provide it. This is because, if an intern does receive some compensation, he or she can
not sue the employer for negligence with unlimited damages.
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Recruit an Intern
How will you find your intern? One of the most important aspects for placing an intern is to recruit
early and often! Begin searching for interns 3-4 months in advance of the start date. The longer you
accept applications, the more likely you are to find the right person for the job.
Develop a standing relationship with the local recruitment agencies you often use, such as the career
center at the local college. Promote your organization at informational sessions, tabling events and
career fairs on local colleges campuses. Don’t forget to pop into the career center office with
promotional materials and to speak with the coordinator. If you have a strong relationship with
them, they are more likely to remember your organization when talking with students about
internship and career options. The center will also often post your materials around campus, saving
you time.
Choose your intern JUST as carefully as you choose a full-time employee. The process for hiring an
intern should remain as professional as for a full time staff member. Make sure you receive all the
materials you request and screen the applicants before their interview. Review all references and
ensure that the candidate is reliable.
Source: Washington College
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Sample Internet Posting
PUBLIC RELATIONS INTERN
ORGANIZATION NAME AND CONTACT INFORMATION
Habitat for Humanity of Minnesota
2401 Lowry Ave. NE #210
Minneapolis, MN 55404
ORGANIZATION MISSION AND HISTORY
Habitat for Humanity of Minnesota is a statewide resource development and support organization
that serves, advocates for and advances the work of Minnesota’s Habitat for Humanity affiliates to
build simple, decent, affordable housing in partnership with people in need.
HFH-MN has helped advance the work of affiliates by providing funding / financing / resources to
affiliates totaling over $41 million over the past 10 years. Included in this number is $33.8 million in
loan funding, $3.8 million in Federal Home Loan Bank funding, $3.3 million in funds raised through
the Habitat 500 Bike Ride, and 118 VISTAs placed with Habitat affiliates.
This internship is focused mainly on the Habitat 500 Bike Ride fundraiser. Just completing its 15th
year, the Habitat 500 is a bicycle ride (not a race) that covers 500 miles over the course of 7 days (an
average of 71 miles per day). Each year 130 riders raise funds from family, friends, businesses and
church groups and designate the Habitat for Humanity affiliates they wish to support (both locally
and around the world). In 2007, the Habitat 500 raised over $335,000 in support of Habitat for
Humanity.
POSITION DESCRIPTION
The intern would be responsible for further refining the public relations and media operations of the
Habitat 500 Bike Ride. The intern would assist with developing a process for ensuring significant
press coverage for the event. The end product would be a strategic media plan that incorporates
timelines, templates for press releases and media alerts, and a media contact database among other
thing.
RESPONSIBILITIES
• Assist with several key projects, such as the monthly newsletter, direct mail materials, press
releases, and public outreach efforts/events.
• Develop a plan to track effectiveness of various media efforts.
• Develop a timeline for media communication.
• Update, maintain and utilize media contact lists and research resources for easy and ongoing
updates.
• Work with Chambers of Commerce, Convention and Visitors Bureaus and other community
organizations located along the route to promote the event.
• Organize and archive media materials and files.
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SPECIFIC QUALIFICATIONS NEEDED
• Knowledge of and experience with general marketing and public relations principles.
• Excellent writing skills.
• Experience with word processing and desktop publishing programs required.
• Some experience with public relations issues.
• Independently motivated to prioritize and meet goals.
• Previous internship experience a plus!
ACADEMIC COURSES REQUIRED
Successfully completed at least two years in college and coursework in journalism, communications,
marketing, and / or public relations.
LOGISTICS OF THE INTERNSHIP
Required hours: 10 hours/week
Compensation: $8 per hour
Location: Habitat for Humanity of Minnesota, 2401 Lowry Ave NE, #210, Minneapolis MN.
Ample free parking is available.
Length of Internship: One semester (February – May, 2008)
HOW WILL THIS INTERNSHIP AND ITS CORRESPONDING TRAININGS, ETC. PROVIDE THE
INTERN WITH PRACTICAL EXPERIENCE AND/OR ASSIST WITH THEIR ACADEMIC STUDIES?
This internship will provide hands-on experience in working with the media. The intern will also
learn about working at a nonprofit as well as working with an all-volunteer planning committee. At
the end of the 4-month internship, the intern will have created a strategic media plan and the
necessary supporting materials showcasing their cumulative work for the semester.
APPLICATION DEADLINE
January 15, 2008
Interested applicants should send a cover letter, resume and two references (with at least one
reference being a professor) to:
Jenni Ebert, Special Programs Manager
Habitat for Humanity of Minnesota
2401 Lowry Ave NE, #210
Minneapolis MN 55418
jenni@hfhmn.org
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Sample Internship Interview Questions (HFH-MN Hab500)
DURING THE INTERVIEW
•
•
•
•
•
•
•
Record the applicant’s responses
Introduce yourself and your position
Briefly describe the organization structure
o Structure / where HFH-MN fits in
o H500 planning committee / PR Subcommittee
Describe the position the applicant is applying for
o Position Description
o February to May, Option of bike ride in July, Monthly planning meetings
o Hours / Pay
o Location / Work space
Explain that you will be taking notes during the interview to assist you in remembering their
responses
Explain that all applicants will be asked the same questions
Ask the applicant if he/she has any questions / feel free to ask questions at any time
ITEMS TO DISTRIBUTE
Annual Report
H500 Brochure
H500 Map
Business Card
INTERVIEW QUESTIONS
Introductory
1. Tell me about yourself.
2. Explain why you are interested in this position.
3. How did you find out about this job?
4. How will this internship contribute to your professional and / or personal goals?
5. Explain interest or experience working with Habitat for Humanity.
6. What type of experience do you have working in the non-profit environment?
7. What extracurricular activities were you involved in?
8. What activities did you enjoy the most?
9. Why did you choose your major?
10. What course(s) have you enjoyed most? Why?
11. What motivates you to do your best work?
12. What makes a job enjoyable for you?
13. Under what conditions do you work best?
14. Please describe a situation where you worked well with a team and one in which you worked
well independently.
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Communication
15. What types of supervisors have you had the best working relationships with in the past?
Why?
16. How can your supervisor do to best help you get your job done?
17. On a scale of one to ten, how would you rate your written communication skills? Why? Oral
communication skills? Why?
Goals
18. Do you set goals for yourself and how do you do that?
19. What are your 5-year goals?
20. Tell me what "success" means to you.
AFTER THE INTERVIEW HAS CONCLUDED
•
•
•
•
Thank them for coming to the interview
Explain that you are in the interviewing phase
Explain that you will be making a decision within the next ___ days / weeks.
Inform them if they will be asked to come back for a second interview. Inform them whether or
not they will/will not be contacted if they are not chosen for the position.
OTHER NEEDS
• References
• Writing samples
OTHER QUESTIONS TO CONSIDER
1. Give me an example of a problem you’ve had at school and how you solved it?
2. What do you find most frustrating at work?
3. Tell me about a project that got you really excited?
4. How do you define doing a good job?
5. What is your greatest strength/weakness or deficiency?
6. What software programs do you use most often in your current position? What software do
you have experience with? How would you describe your experience level for that software?
7. What type of work environment do you prefer?
8. Tell me about a work situation you had that required excellent communication skills.
9. Do you prefer to speak directly with someone or send a memo?
10. How would you grade your ability to communicate with upper level management,
customers, and peers?
11. What was more important on your job, written or oral communication?
12. When we call your previous employer or references what are they likely to tell us in regards
to your dependability/attendance?
13. Tell me about a time when you demonstrated your trustworthiness or integrity in school or
at work.
14. Tell me about a time when you had to go above and beyond the call of duty to get a job
done.
15. Give me an example of a time when you had set a goal for yourself and tell me how you
went about accomplishing it.
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Sample Reference Check Questions (HFH-MN Hab500)
REFERENCE CHECK
Verification Questions
1. I’d like to verify _________ dates of employment from _____ to _____.
2. What type of work did __________ do?
3. Why did _______________ leave your organization?
Performance Questions
1. What are __________ strong points? What characteristics do you most admire about him /
her?
2. How would you rate __________ performance on a scale of 1 to 10 compared to other people
you have observed in a similar capacity?
3. What was (name's) biggest accomplishment while working for your company?
4. How well does __________ relate to other people? Is he / she a team player?
5. Is __________ a reliable person? Were there ever any punctuality or attendance problems?
Developmental Questions
1. What is the biggest change you’ve observed in __________? Where has there been the most
growth?
2. What is the best way to work with __________ to quickly maximize his / her talents and
effectiveness for the organization?
Email Reference Check Questions (employer)
1. I’d like to verify _________ dates of employment from _____ to _____.
2. What was her/his position? Can you briefly describe the job responsibilities?
3. What was (name's) biggest accomplishment while working for your company?
4. What is the best way to work with __________ to quickly maximize his / her talents and
effectiveness for the organization?
5. Would you rehire (name) if the opportunity arose?
Email Reference Check Questions (professor)
1. How long have you known (name)? In what capacity?
2. What course(s) of yours did (name) attend? How would you describe the quality of his/her
work?
3. How would you compare the performance of (name) with that of others in your course?
4. Were his/her assignments completed on time?
5. How would you describe (name)’s communication skills (both oral and written)? Example?
Sample Offer Letter (HFH-MN Hab500)
Ms. Ashley Mongoose
One Gopher Lan
Minneapolis, MN 55414
January 29, 2008
Dear Ashley,
Habitat for Humanity of Minnesota is pleased to offer you the position of Public Relations Intern. We
believe your skills, background and dedication to the nonprofit community makes you a great fit for
this position and our organization.
Enclosed you will find an Agreement for Independent Contractor Services. This Agreement confirms
your intent in taking the Public Relations Intern position and lays out the key details of the position
(start / end dates, pay, responsibilities, etc.).
Please review the enclosed Agreement. If you have any questions or need clarification regarding the
position or the enclosed agreement, please do not hesitate to contact me.
A copy of the Agreement will be made available for signatures by both parties at our 10 AM meeting on
February 8th.
Looking forward to seeing you then!
Best Regards,
Jenni Ebert
Special Programs Manager
enclosures (1)
Sample Rejection Letter (HFH-MN Hab500)
I would like to thank you for giving us the opportunity to interview you here at Habitat for Humanity
of Minnesota. We have been fortunate to secure very strong candidates as finalists for the Public
Relations Intern position.
Unfortunately we interviewed many applicants in the job search process and hired another individual
whose credentials and qualifications were better suited for our needs.
Thus we will not be offering you the position, but thank you for your interest.
If a need arises for us to contact you in the future, we will do so and you have our continued good
wishes.
We thank you for your interest in Habitat for Humanity of Minnesota and I wish you continued success
in reaching your professional goals.
Thank you for taking the time to apply for the position of Public Relations Intern at Habitat for
Humanity of Minnesota. We greatly appreciate your interest in the position.
We received a large number of highly qualified applications for the position. It is our top priority to
select a candidate who best matches the skills and experience required to excel in this position. While
we were impressed with your qualifications, after careful consideration we have decided to pursue other
options for this position at this time.
We appreciate your interest in Habitat for Humanity of Minnesota, and we wish you the best of luck in
your future endeavors.
22
Sample Contract Agreement (HFH-MN Hab500)
AGREEMENT FOR INDEPENDENT CONTRACTOR'S SERVICES
THIS AGREEMENT, made and entered into on this 8th day of February 2008, by and between
Ashley Mongoose of One Gopher Lane, Minneapolis, Minnesota 55414 (hereinafter referred to as
"CONTRACTOR") and Habitat for Humanity of Minnesota, Inc., with principal offices at 2401 Lowry
Ave. NE #210, Minneapolis, MN, 55418 (hereinafter referred to as "HABITAT").
WITNESSETH:
WHEREAS, HABITAT and CONTRACTOR have discussed and agreed on an internship work plan
which shall form the basis of this agreement and is included as Attachment A to this Agreement;
NOW, THEREFORE, in consideration of the warranties, covenants and commitments herein
contained, the parties agree as follows:
1. CONTRACTOR'S DUTIES AND RESPONSIBILITIES: Commencing on February 8,
2008 and continuing until May 30th, 2008, CONTRACTOR shall provide services to HABITAT with
respect to: 1) developing a strategic public relations and media guide, 2) managing relationships with
local media and community groups for the 2008 Habitat 500, and 3) assisting with key public relations
tools such as the monthly newsletters and Habitat 500 website. These services will be carried out in a
manner which to the fullest extent possible comports with the workplan discussed and agreed upon by
HABITAT and CONTRACTOR, dated January 17, 2008 and attached hereto as Attachment A.
2. COMPENSATION: For these services HABITAT agrees to pay CONTRACTOR $8.00 per hour
for a maximum of 10 hours per week. Prior written approval must be granted by HABITAT for hours
worked beyond the 10 hour per week maximum. Payments shall be made twice a month, on the 15th
and last day, in the amounts specified in CONTRACTOR’s invoices. In addition, HABITAT shall pay
CONTRACTOR for all costs associated with out of town travel necessary to carry out this project
(mileage based on the Internal Revenue Service per mile rate). Contractor will determine whether
renting a car will cost less than using her own vehicle for such travel and will endeavor to make such
travel at the least cost. Habitat shall pay for all other costs including: postage, supplies, long distance
telephone calls / fax and photocopying. CONTRACTOR shall submit an invoice for expenses twice
monthly.
3. ADDITIONAL NEGOTIATIONS FOR SERVICES: After signature of this agreement,
should HABITAT require additional services to be provided by CONTRACTOR, an addendum to this
agreement shall be drafted. This addendum will specify the duties, responsibilities, timelines and fees
for such additional services.
4. CONFIDENTIALITY: Unless authorized in writing by HABITAT, CONTRACTOR agrees to
keep confidential any and all findings, discussions, or decisions arising from this engagement, nor shall
CONTRACTOR use such information, directly or indirectly, outside this engagement.
5. INDEMNIFICATION: CONTRACTOR shall indemnify, defend and hold harmless HABITAT
from any suit or claim that may be instituted against HABITAT arising from the services and materials
provided under this agreement.
23
6. CANCELLATION: Either party may cancel this agreement, with or without cause, and without
penalty, upon written notification to the other party. Cancellation shall be deemed effective ten
business days after receipt of the written cancellation notice. In the event of cancellation prior to the
completion of the term of this agreement, HABITAT shall provide CONTRACTOR with a final
payment equal to the amount of actual time worked. It is anticipated that CONTRACTOR will expend
10 hours per week on the work plan.
7. MATERIALS, SUPPORT, OFFICE SPACE, AND EXPENSES: CONTRACTOR shall
provide all materials required to perform services hereunder. CONTRACTOR shall be responsible for
providing her office space, equipment, and furnishings, and any other cost or expense, if any, incurred
in furtherance of this Agreement.
8. CONTRACTOR'S OBLIGATIONS UPON TERMINATION: Upon termination of this
Agreement for any reason, CONTRACTOR shall immediately return to HABITAT all property of
HABITAT in her possession and discontinue further representation of herself as an independent
contractor of HABITAT.
9. NATURE OF RELATIONSHIP: CONTRACTOR shall conduct his business as an
independent contractor, and not as an employee of HABITAT, for all purposes including, but not
limited to, federal tax and unemployment insurance purposes. The CONTRACTOR shall
conspicuously identify herself to all persons and organizations as an independent contractor and shall
not represent or imply that this Agreement authorizes CONTRACTOR to act as an agent for, or on
behalf of, HABITAT. Neither HABITAT nor CONTRACTOR shall be responsible by any agreement,
representation, or warranty made by the other, nor shall HABITAT be obligated for damages to any
person or organization for personal injuries or property damage arising directly or indirectly out of the
conduct of the CONTRACTOR'S business or caused by the CONTRACTOR'S actions, failure to act,
conduct, or negligence. CONTRACTOR agrees to indemnify and hold HABITAT harmless for any
such act, failure to act, conduct, or negligence pursuant to Section 1 of this Agreement. As an
independent contractor, CONTRACTOR shall be responsible for the payment of all income or other
taxes incurred as a result of remuneration paid to CONTRACTOR. CONTRACTOR shall also be
solely responsible for providing workers' compensation insurance for herself, should she wish to carry
such insurance. Finally, as an independent contractor, CONTRACTOR shall not receive any of the
fringe benefits or participate in any of the plans, arrangements or distributions that HABITAT provides
to its employees.
IN WITNESS WHEREOF, the parties have set their hands on the date first above written.
HABITAT FOR HUMANITY OF MINNESOTA
BY _____________________________________
ITS ____________________________________
ASHLEY MONGOOSE
________________________________________
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Top Ten Concerns of Interns
1. Give us Real Work!
It can’t be said too many times that interns want to work and learn. It just makes sense to
utilize your interns well.
2. Do what you say, and say what you do!
Be honest with your interns about what they can expect during their internship. If the job
will require stuffing envelopes, then make that clear. But if you tell the intern they will be
researching a project, and they spend 90% of their time doing “grunt work,” then bad
feelings will develop. Honesty doesn’t cost you anything and it will make the interns feel
much more respected.
3. We like feedback
Remember that interns are students, and they may not have the business skills and
experiences that you take for granted. If your intern makes an oversight, just pull him or her
aside and explain how the situation should be handled in the future.
4. We want to be included too!
Is there a staff meeting they can attend? Can they quietly tag alone to that next project
meeting? Headed to lunch with a couple of people from the office? Please include them in
the daily life of your workplace. After all, if you provide a little more perspective on the
intern’s work, the product will be much better.
5. Please explain
When you assign work, make sure you give a detailed explanation. While the work may seem
trivial and obvious to you, it may not be obvious to someone who’s never done it before.
Patience and a few extra minutes at the beginning will pay off later when your intern can
produce good work independently.
6. I want a mentor
Make sure that interns have a mentor or supervisor to provide guidance. If you make it
someone who truly likes to teach, and the experience will be even better.
7. A minute of your time please
The best mentor in the world is useless if he or she can’t or won’t spend the necessary time
mentoring. As newcomers, interns may not speak up if they’re feeling ignored, so the burden
of making sure they’re ok is on the mentor. If the busiest person in the office wants to be
the designated mentor, he or she should schedule regular times to meet with the intern.
8. Be Prepared
That wonderful day has arrived and the intern goes to start their internship only to learn that
no one knew they were coming and there is no place for them to work. Don’t let this
happen.
9. Um…I need a chair
It is amazing how many employers hire an intern and don’t think about the fact that they will
need a desk, chair, phone and a computer in order to do the assigned task. It is no fun, and
not efficient to move an intern from desk to desk as people are out one day to the next. If
you want to get the job done, you need to supply the intern with the tools to do the job.
10. Show me the money (as best you can)
While every internship is different, and each industry has its own personality, remember that
interns have expenses. Your organization may not be in a position to pay much, but anything
can help. Maybe you can help pay for their parking, take them to lunch ever so often or
develop some creative way to assist them.
Source: Washington College
25
Orienting an Intern
The sooner the intern understands what the organization does and how it operates, the
sooner they can assume assigned responsibilities and become productive. To help along this
process, fully orient them not only to the organization, but also to aspects of common
professional organizations.
Explain:
 The history and mission of the organization
 “Who’s who” within the office structure
 Special industry jargon (such as “sweat equity”)
 Specific work standards and procedures
 Reporting information structure (i.e. who needs to know what information)
 Access to supervisor (days, time and duration)
 Tasks that can be completed independently
 Work timelines
 Telephone, mail and fax systems
 Safety regulations
 Procedure for signing off on completed tasks
 Forms or reports that need to be completed
 Security or confidentiality forms (especially if working on family selection or support)
 Acceptable work dress and appearance
 Maintaining work space
 Productive interactions with others at work site
 How the intern should work with clients and volunteers
 Introductions to staff, signaling who can answer which questions for the intern
 Clearly define the intern’s role and responsibilities
 Make sure the staff understands the intern’s role
There are numerous ways to orient the intern and provide them with experience working in a
professional setting. Listed below are several ways to do this:







Tour of the office (and possibly other facilities)
Provide the intern with organization generated materials (such as the annual report)
Encourage the intern and staff to have lunch or take breaks together
Schedule regular one on one meetings with intern and supervisor
Give the intern the opportunity to observe or participate in meetings with staff
Allow intern to shadow or interview other staff members
Encourage the intern to observe other staff members as they work
Source: Washington College
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Managing the Intern
The first few days of the internship are crucial as they set the tone for the remainder of the
semester.
Orientation is a must for the intern. This should include both a physical tour of the office with
pertinent introductions, as well as an overview of the organization as a whole and how it operates
daily. You want to make the intern feel at home since that will produce the most effective intern.
Ensure your intern can do the work assigned because you have provided the necessary materials.
Do they have an appropriate workspace for the work they are doing? Do they have all of the
necessary office supplies? Provide them with technical support for any resources they work with.
Don’t transfer the intern from desk to desk, based on whatever’s available as it sends a message
that the intern is not valued and their work will demonstrate this. For more information see page
25.
Check in with the intern, you want to keep an eye on what they are doing. Obviously,
micromanaging an intern will result poorly and is a waste of a supervisor’s precious time, but do
check in on occasion. Does the intern look bored, overwhelmed, confused? Help ease the intern
into their role. Early on this will require more work, but laying the groundwork will result in a
successful internship. Additionally, remember in the beginning, it is very important to provide
feedback, both good and bad, for the intern. They want to do a good job, let them know if they
are doing well or where they might need a little work.
Beyond checking in to see how the intern is doing on a personal level, make sure you have
occasional meetings about their workload and how it is going. For instance, you don’t want
to wait too long only to find out the intern is working on a different project than you assumed. It
is often helpful to generate an intern evaluation form that flows in both directions. You want the
intern to evaluate how the program and organization are running, and the supervisor will want to
evaluate how well the intern is working in his or her position. Be sure your evaluations also
include quantitative information of the work produced. This information is good to compile for
organization reports and can be used for promotional materials to recruit more interns and full
time staff.
Occasional meetings with supervisors benefit the intern as they begin understanding how
professional organizations operate. In these meetings, they can:
 Report on the status of their projects
 Ask questions about the organization or professional structure
 Participate in an evaluation of their work and their professional strengths
 Discuss professional development areas that they can strengthen
 Understand the type of work that lies ahead in their future
It is especially important to help an intern work on their professional strengths and weaknesses.
It may be helpful to complete a mid-year and / or post-term evaluation with the intern. In some
cases, it will be required by the school to do so. On pages 27-29 there is an example of a mid
year evaluation from the VISTA Program at HFH-MN.
Source: Washington College
27
Sample Mid Term Evaluation (from HFH-MN VISTA Program)
Habitat for Humanity Mid Year VISTA Evaluation:
Affiliate Name:
VISTA Name:
Supervisor Name:
Evaluation Date:
Section 1: VISTA Self Assessment: Please rate yourself as a VISTA.
VISTAs this tool is used to evaluate your performance and self-development. While you can
use work plan goals to highlight strengths or weaknesses, please focus mainly on areas of
development, I have listed some below as examples (feel free to add your own).
Communication (oral & written)
Ability to work independently
Problem Solving
Professionalism
Conflict Management
Work Load & Time Management
Teambuilding
Quality Standard of Work
Organization
Initiative
Commitment
Planning
1. Please list & explain (3-4) areas where you feel like you meet and/or exceed expectations.
2. Please explain any areas where you need more support to meet expectations.
3. Overall, please evaluate the first half of your VISTA year. Please comment on your
personal self-development in the areas listed above. What activities have you engaged in to
develop these skills?
28
Section 2: Supervisor Evaluation: VISTA’s Overall Performance
Rating System:
1 = Performance is clearly not acceptable
2 = Performance is marginally acceptable
3 = Performance is fully acceptable
4 = Performance exceeds expectations
5 = Performance greatly exceeds expectations
Supervisors, please provide written comments for each numerical rating as well.
1. Please rate the VISTA’s professionalism: punctuality, appropriate dress code, appropriate
office behavior, etc.
1
2
3
4
5
Comments:
2. Please rate the VISTA’s oral & written communication skills.
1
2
3
4
5
Comments:
3. Please rate the VISTA’s time management and work load planning skills.
1
2
3
4
5
Comments:
4. Please rate the VISTA’s ability of self-direction and independent working skills.
1
2
3
4
5
Comments:
5. Please rate the VISTA’s commitment to quality work.
1
2
3
4
5
Comments:
6. How does the VISTA react to change in the workplace? Please comment on the VISTA’s
adaptability.
7. How does the VISTA deal with criticism?
29
8. Describe a situation where the VISTA took initiative.
9. Describe a situation when the VISTA has demonstrated appropriate decision making skills
and/or problem solving skills.
10. How well does the VISTA operate within the affiliate? Please comment on interpersonal
and cooperation skills.
11. Please comment on some competency areas where the VISTA could improve his or her
skills
Section 3: Goal Setting for Second Half of VISTA Year
1. Please review the evaluation with the VISTA and together come up with some goals for
the VISTA’s self-development in the second half of the year. See page one for some
examples of competency areas.
Supervisor Signature: _______________________________________________
VISTA Signature: __________________________________________________
Please mail a copy of the completed evaluation to the HFH-MN VISTA Leader
2401 Lowry Ave. NE #210, Minneapolis, MN 55418
30