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O P I N I O N
Internship programs
Developing an internship program will build your firm’s talent pipeline and develop future leaders.
A s we approach fall, we hustle to finish summer projects, squeeze in a few more long weekends at the cabin, and prepare for what’s ahead. This is also the time when we say goodbye to our summer interns. Some might be joining us as full- time employees, ready to hit the ground running. Others are returning to school to complete their degrees. A few might explore new career paths discovered over the summer. Regardless of where they are headed, we know that while they were with us, they helped us grow in many ways.
Susan Miller
We learn a lot from our interns every year. First and foremost, our interns provide fresh perspectives and innovative thinking. Their diverse experiences and backgrounds produce an influx of new ideas. Whether it is the latest app for organizing job site schedules or the creative solution to address project delays, the opportunity for interns to showcase their talents ultimately helps our business move forward. Interns also provide valuable leadership and learning experiences for our staff. Our interns provide mentorship opportunities while they gain experience and confidence. Staff serving as mentors to these students hone their
communication skills and provide constructive feedback along the way. Interns, too, offer valuable feedback. As hiring continues to be a challenge both in and outside the AEC industry, internships provide a great opportunity to test the waters and build a talent pipeline for the future. The National Association of Colleges and Employers’ recently released 2021 Internship & Co- Op Survey Report shows that at both the one-year and five-year marks, new hires who have interned with the employer are more likely to be retained than hires who interned elsewhere or with no
See SUSAN MILLER, page 4
THE ZWEIG LETTER SEPTEMBER 27, 2021, ISSUE 1410
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