With the exception of charities and voluntary organisations, all employers are required by law to pay interns at least National Minimum Wage if they’re fulfilling worker status – whatever their title describes them as.
Small arts organisations that have few if any paid staff, might not be able to pay interns. In this case, an organisation should think about what else they can offer. The ‘Model Internship’ checklist below suggests ways to build a worthwhile internship experience. By the same token, a paid internship can be unsuccessful if it fails to meet the other aspects of the checklist.
It’s good practice to have an Internship policy in place. Display this alongside any advertised internships. This will help ensure clarity for both your organisation and any potential interns.
The Model Internship Checklist – For Organisations
| Can we offer…? | Yes/No | Is it worth running an internship without it? |
| pay, at or above National Minimum Wage | ||
| paid holiday, at least is line with the statutory minimum | ||
| paid expenses (e.g. travel/lunch costs) | ||
| a statement of agreement or a standard contract that includes the duration of the internship, and hours to be worked | ||
| the opportunity to attend job interviews or (for students) the chance to attend meetings related to your studies | ||
| an induction which introduces the intern to their colleagues, gives an idea of the organisation history and mission, and covers basic Health and Safety (e.g. fire procedure) | ||
| a clear outline of the work an intern will be completing | ||
| a varied workload that does not consist solely of repetitive administrative tasks, such as data entry | ||
| the option to discuss and set learning objectives | ||
| the chance to attend staff meetings | ||
| the chance to attend meetings with other departments and/or external partners | ||
| opportunities for networking and meeting senior colleagues | ||
| an assigned mentor/supervisor | ||
| regular check-ins with a mentor/supervisor, providing an intern with feedback on their performance | ||
| scope to work collaboratively with other members of the team | ||
| a space to work within the same office as the team for the duration of the internship | ||
| a chance for an intern to give feedback on their experience at the end of the internship | ||
| a reference letter which includes details of the work undertaken |
Preparing for an internship
Taking on an intern takes work. Be certain you have the capacity to accommodate and support an intern before taking one on.
Preparation is key to ensuring a mutually beneficial internship. Before advertising an internship, consider how your organisation will benefit. Also think about what insight and skills the intern will gain. Identify what specific work the intern will do and who they will work with in your organisation.
The work the intern does needs to be useful for them and your organisation. The internship should provide a learning experience and skills relevant to a career in the arts.
Advertising and recruiting for an internship
When recruiting, consider what skills and attributes the intern needs for the role. The recruitment process should be as open and rigorous as when recruiting regular employees.
Internships should be advertised to ensure fair and equal access to those without existing contacts in the sector. The advert should specify
- Expected working hours
- Start date and length of the internship
- Details of pay and expenses offered
- The intern’s role and responsibilities
- skills and experience they can expect to gain.
Internship induction
Interns should receive a proper induction at the beginning of their internship. Whatever the size of your organisation, joining a new workplace can be an intimidating experience for an intern. An induction should help to put the intern at ease and enable them to become a fully integrated team member.
Your induction should include
- Introductions to your organisation’s staff and roles
- Insight in the structure, objectives and values of your organisation
- A tour of the the building and facilities
- Explanation of any processes and procedures. (Expense claims, health and safety etc)
Interns should be made to feel that they are part of the team, and not treated like visitors. Provide a dedicated space for them to work
Invite interns to meetings and introduce them to external collaborators where appropriate.
Planning your interns work
Try to devise a work plan which will provide the intern with a variety of learning opportunities. Their role shouldn’t consist solely of repetitive administrative tasks such as data entry.
Interns should be allowed to attend job interviews or complete study requirement as necessary. They should also receive equal access to paid holiday where the internship is paid.
Supporting your intern
Interns are likely to be new to the jobs market. This mean they may require more support and supervision than regular staff. As such, they should have a clearly identified supervisor/mentor.
This person should provide on-going feedback. Both on specific tasks and the intern’s professional behaviour generally. They should agree learning objectives with the intern, and use these as the basis for regular performance reviews.
At the end of the internship, conduct a formal performance review with the intern. This is to evaluate the success of their time with the organisation. Supply your intern with a reference letter and the chance to provide feedback on their experience in an exit interview.
For more information on the advantages of paying interns, read the SNAAP Special Report: The Internship Divide for Recent Graduates.
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