November 10, 2017 | By Janice Kenyatta
TAGS: internships, journal
NACE Journal, November 2017
This article is the companion to “Starting and Maintaining a Successful Internship Office.”
Relationships are the key to—and the foundation for—a successful office, but there is a lot of “heavy lifting” involved in actually setting up a new internship office.
All in all, it took four months to make the office operational, to get my first intern out the door and into an experience. I used that time to conduct research; meet with constituents; and develop procedures and processes, relevant documents, and a paperwork protocol. Here is an approach that you can model:
I also conduct classroom presentations for students about the value of internships and the procedures related to the office, and create and post informational flyers on our college’s two campuses.
Finally, word-of-mouth referrals from my former student interns also help push the message about the office to students.
Of course, we do not rely solely on repeats and referrals. I also meet with employers at the career fairs that our career services office hosts twice a year, and serve on various advisory boards, where I connect with local employers. Finally, for some of the highly specialized programs of study, I “cold call” relevant employers.
Janice Kenyatta has served as the experiential learning/internship manager at Northampton Community College (NCC) in Bethlehem, Pennsylvania, since 2013. Prior to her current position, Kenyatta held the positions of director of tech prep, career coach, adjunct professor, and career placement specialist at NCC. An experienced educator and administrator with more than 40 years’ experience in career and technical education, she taught high school business education and adjunct business courses at several community colleges, and, for six years, served as supervisor of career and technical education at Essex County Vocational & Technical Schools in northern New Jersey. Kenyatta has a master’s degree in business education and holds post-graduate supervisory certifications in career and technical education in New Jersey and Pennsylvania. She can be reached at email@example.com.
Percent of staff time spent student-facing
Median number of FTE professional staff
Median number of students per professional staff member
Percent of budget spent on personnel costs
Percent of career centers with employer partnership programs
Percent of career center leaders with title “executive director”
2019-20 Career Services Benchmark Survey Report