Are you an employer looking to recruit UCI students for your open internship opportunities? First, identify your organization’s needs and review the appropriate resources below to help you host a UCI intern.
Employers with Established Opportunities
Does your organization’s internship opportunities qualify to be approved at UCI Division of Career Pathways?
Does the internship my organization offers qualify to be approved for students at UCI?
Recognize the types of positions available to students and select the appropriate type for your organization based on the elements of each role.
Position Type: Volunteer (not eligible for approval at UCI Division of Career Pathways)
- Purpose: Support community service initiatives in non-profit and government agencies
- Duration: Short term
- Pay status: Unpaid
- Key components:
- Freely giving time to support a cause
- Activity benefits the community at large
- Little to no training for tasks
- No expectation of compensation
- Minimal supervision required
- Time Commitment: Minimal. Determined per event. Generally a few hours.
Position Type: Internship-Unpaid (limitations for approval at UCI DCP)
- Purpose: Pre-professional, short term experience to expose students to a profession or industry
- Duration: 1-2 quarters
- Pay status: Unpaid
- Key Components:
- Defined learning objectives and goals
- Defined beginning and end date
- Significant education and training
- Practical application related to education and training
- Supervised by an expert in the field
- Development of core competencies and transferable skills
- Special Project
- Routine feedback/evaluation process
- Must meet FLSA guidelines
- Time Commitment:
- Academic Year: 10-15 hours per week including at least one hour of education/mentoring a week
- Summer: Up to 40 hours per week including at least 4 hours of education/mentoring per week
Position Type: Internship – Paid
- Purpose: Pre-professional experience to develop skills related to a profession
- Duration: 10 weeks-6 months
- Pay Status: Paid
- Key Components:
- Progressive goal setting over the duration of the internship
- Education and training related to the profession
- Mentoring from an experienced professional
- Immersion in day to day operations
- Advancement of transferable skills
- Routine feedback/evaluation
- Time Commitment:
- Academic Year: Up to 20 hours a week
- Summer/Break Periods: Up to 40 hours a week
Position Type: Part-Time Job
- Purpose: Required to fill a business need. A means for students to acquire transferable skills
- Duration: As long as needed
- Pay Status: Paid
- Key Components:
- The role is essential to the functioning of your business
- The training provided is specific to your business operations
- The position is not necessarily related to career aspirations of the student
- Time Commitment:
- Academic Year: Up to 20 hours a week
- Summer/Break Periods: Up to 40 hours a week
The Internship Programs Under the Fair Labor Standards Act (FLSA standards) provides general information to help determine whether interns and students working for “for-profit” employers are entitled to minimum wages and overtime pay under the Fair Labor Standards Act (FLSA)
Background
The FLSA requires “for-profit” employers to pay employees for their work. Interns and students, however, may not be “employees” under the FLSA—in which case the FLSA does not require compensation for their work.
The Test for Unpaid Interns and Students
Courts have used the “primary beneficiary test” to determine whether an intern or student is, in fact, an employee under the FLSA. In short, this test allows courts to examine the “economic reality” of the intern-employer relationship to determine which party is the “primary beneficiary” of the relationship. Courts have identified the following seven factors as part of the test:
- The extent to which the intern and the employer clearly understand that there is no expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee—and vice versa.
- The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions.
- The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit.
- The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar.
- The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning.
- The extent to which the intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern.
- The extent to which the intern and the employer understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship.
Courts have described the “primary beneficiary test” as a flexible test, and no single factor is determinative. Accordingly, whether an intern or student is an employee under the FLSA necessarily depends on the unique circumstances of each case.
If analysis of these circumstances reveals that an intern or student is actually an employee, then he or she is entitled to both minimum wage and overtime pay under the FLSA. On the other hand, if the analysis confirms that the intern or student is not an employee, then he or she is not entitled to either minimum wage or overtime pay under the FLSA.
Source: https://www.dol.gov/agencies/whd/fact-sheets/71-flsa-internships
What is an internship? NACE defines an internship as a form of experiential learning that integrates knowledge and theory learned in the classroom with practical application and skills development in a professional workplace setting (across in-person, remote, or hybrid modalities). Internships provide students the opportunity to gain valuable applied experience, develop social capital, explore career fields, and make connections in professional fields. In addition, internships serve as a significant recruiting mechanism for employers, providing them with the opportunity to guide and evaluate potential candidates. NACE believes an internship should include:
- A learning experience with a real-world opportunity to apply the knowledge gained in the classroom. It must not be simply to advance the operations of the employer or replace the work that a regular employee would routinely perform.
- Learned skills and knowledge that are transferable to other employment settings.
- A defined beginning and end that is mutually agreed upon and consistent with institutional sponsor guidelines and schedules.
- A position description with clear responsibilities and required/desired qualifications.
- Clearly defined learning objectives/goals supportive of the student’s academic program goals and institutional requirements.
- Direct supervision by a professional(s) with relevant expertise and educational and/or professional experience who provides productive feedback, guidance, and the resources and equipment necessary to successfully complete the assignment.
The Division of Career Pathways does not approve the following types of unpaid internships:
- The unpaid internship must not fall into any of the following categories: volunteer, sales, administrative support, reception, customer service, marketing, social media, graphic design, or anything related to computer support or programming.
- Third-Party Listings: The internship must not be an international job listing from third parties.
- Payment: There must be no requirements for the student to pay the employer in any form for any part of the experience. Also, the employer should not expect any immediate advantage from the intern's activities.
For more information, please review the Employer Recruiting Guidelines and Policies.
The hiring party will assume liability for interns on their premises. This holds true for both paid and unpaid interns. The University does not accept responsibility for student liability during an internship. No employee or student of the University of California, Irvine is authorized to sign a “hold harmless and indemnification” agreement on behalf of the University or UC Regents. All agreements are between the student and hiring party.
For more information, please review the Employer Recruiting Guidelines and Policies.
The UCI Division of Career Pathways reserves the right to refuse service to those who unlawfully discriminate in the selection of employees on the basis of age, national origin, race, religion, sexual orientation, disability or any other basis prohibited by applicable Federal and State laws.
For more information, please review the Employer Recruiting Guidelines and Policies.
Assessing Internal Readiness to Host an Intern
Preparing to Teach and Manage Student Interns: Defining Learning Objectives, Qualifications, and Job Descriptions.
There are a number of factors to consider when creating an internship program for your organization. This resource will provide probing questions for you to assess interest and need, balanced with realistic expectations. Depending on the size of your business and the size of the internship program you create, this process will take a few hours to a few weeks.
Worksheet: Assessing Interest
Now that you have a solid list of departments, supervisors, projects, and timing it’s time to consider your target audience. Several factors will be considered when deciding on the students best suited for the internships you are offering. Use the following checklist to make your selections.
Checklist: Determining Your Target Audience
Whether paid or unpaid, an internship is about learning. Develop learning objectives, methods of learning, and tasks as a first step in writing your internship description.
Worksheet: Internship Objectives
You have all of the components needs to draft your internship description(s). You know the type of experience you are offering, what departments will host an intern, who will supervise, when you can host, what you expect interns to learn, and how they will learn it. You’ve done a lot of work to get to this point. It’s time to write the internship description. Just like a student’s resume, the format, content, and information provided will have a significant impact on the number and quality of applicants you receive. We have provided do’s and don’ts for each component of your description.
To verify that your job description meets the requirements to be approved at UCI’s Division of Career Pathways, review the section above (“Employers with Established Opportunities”) to make sure the information you are communicating encompasses our guidelines.
Once the job description is ready, you are welcome to post your various jobs and internships on our Handshake platform.
Document: Do’s and Don’ts: Writing Your Internship Description
To add depth and enhanced learning and professional development beyond the intern’s specific role consider adding collaborative content. Examples include:
- Scheduled time with company executives
- Periodic gatherings of all interns to share what they are learning
- Cross functional projects that allow interns from different departments to work together
- Coordinated social time for professionals and interns
- Intern presentation to staff about the experience, project outcomes, etc.
How to Manage an Internship
Design a learning experience that engages students and your staff in a productive, effective, and collaborative environment.
An offer letter provides an outline of the logistics of the internship. The letter should be written on company letterhead and include the following:
Paragraph 1
- Internship title
- Department
- Supervisor
- Length of the internship
- Wages, unpaid or paid, how much,
Paragraph 2
- Offer Contingencies i.e. background check, fingerprinting, drug testing, etc.
- First day of the internship
- First day start time
- Where to go on the first day
Paragraph 3
- Contact for questions
- Recap
Onboarding is an important aspect of ensuring a smooth transition of a new member of your team. Treat your intern in the same fashion as a new employee. Be prepared to provide the tools they need to be successful. The onboarding process will extend beyond the first day and may include more than one professional staff member. Topics might include:
First Week
- Logistics
- Information about the mission and values of the organization
- Information about the intern’s department and how it supports organizational mission
- Review of role and expectations
- Discuss overall learning objectives and establish student specific goals
- Discuss safety protocol
- Set/Review work schedule and break schedule
- Address planned and unplanned time off procedures
- Address time reporting
- Provide information on parking
- Check-in daily over the first week or two
- Introductions
- Tour the office, building, or facility
- Introduce the intern to the team, including managers, supervisors, staff and other interns
- Assign a buddy, not a supervisor, who can answer questions the intern may not want to ask the supervisor like office etiquette and culture
- Provide a list of common acronyms and industry language
- Workspace
- Show the intern to their workspace
- Provide keys/access codes as appropriate
- Provide computer/network access
- Provide them with their email address, telephone number, and instructions* on how to use both
- *As appropriate, based on your office functions. For many students this will be their first time using things like a multi-line office phone with the ability to transfer a call or a complex mail/calendar system like Outlook or 365.
- Provide necessary supplies and instructions on how to request additional supplies if needed
Beyond Week 1
- Establish regular check-in time, suggested once a week
- Include your intern in social events, staff training, and meetings as often as possible
As with any learning experience, evaluation is needed to help the student assess the outcomes from the goals you set together at the beginning of the experience. It is important that the evaluation provides feedback on what the student has done well while also providing constructive feedback on areas of growth. How you format your evaluation is up to you. You may wish to consult with your HR support to understand company policy and procedures.
- We recommend to evaluate students on how well they are developing their Career Readiness Competencies.
- It is suggested that you conduct a mid-point check-in as well as a final evaluation. The mid-point might be less formal, but would address the same topics. The goal is to provide your intern(s) with early observations to foster continued growth and development over the second half of the internship.
- The National Association of Colleges and Employers (NACE) offers several samples for your reference.
Employers Looking to Provide Class Credit for Internships
Academic credit may be an option for some students depending on their school affiliation and/or major.
To explore more details on Class Credit Options at UCI, visit https://career.uci.edu/recruiters/internships/credit/
While internships are strongly encouraged they are not required for most students to complete their program of study. As a result, options for students to receive credit are limited. Regardless of whether or not a student receives credit, all employers are encouraged to pay interns at least current minimum wage. For more information, please visit the following websites:
- https://www.dol.gov/agencies/whd/fact-sheets/71-flsa-internships
- https://www.naceweb.org/internships
Academic credit may be an option for some students. It depends on their school affiliation and/or major. To receive credit, students must enroll in a class offered by their school or find a faculty member who will offer independent study. The student must be able to accommodate the extra units in their academic plan to receive credit. Requiring credit for your internship may be viewed as a hardship by many students. Also, requiring academic credit for an internship does not relieve the employer of the responsibility to abide by federal labor laws set forth by the Fair Labor Standards Act. Academic credit and compensation for work are not synonymous or interchangeable.
Preregistration to Offer Credit
There are only a couple of programs for which you need to pre-register in order for students to get credit for their experience at your organization. Click on the program name to be redirected to their website.
University Studies 193 (Uni Studies 193) is an internship course which allows students from all majors to receive credit for an approved internship on or off-campus.
For more information, visit University Studies 193.
UCI is partnering with Parker Dewey to offer students a new way to build valuable work experience.
For more information, visit Micro internships.