Lessons Learned: Extending Terms, Tailoring Projects, and Creating Support Systems to Turn Interns into High-Impact Team Members
Let me tell you a secret: I was a terrible intern.
I spent half my time wandering the halls of a government office, looking for something—anything—to do. My managers didn’t seem to know what to do with me, and honestly, I didn’t know what to do with myself. My degree was in Engineering Physics, and I knew absolutely nothing about roads and public transportation. I thought my lack of direction was just a symptom of working in a large, bureaucratic institution.
But here’s the thing: my internship wasn’t an indicator of the success I’d have later in my career. A decade later, I became a Technical Director. And along the way, I learned something crucial about internships: they’re not just about the intern. They’re about the environment you create for them.
A few years after that aimless summer, I landed my first real software development gig. I was thrilled. For the first time, I had ownership over a project—a real-time inventory management system for new builds and condos. I was the only developer on it, and that freedom allowed me to grow into the software engineer I am today.
But it wasn’t until my next role, at a software consulting company, that I truly understood the potential of interns. This time, I wasn’t the intern—I was the experienced developer watching them. And what I saw completely changed my perspective.
These interns were nothing like I had been. They were eager, hardworking, and showed an attitude toward their work that I hadn’t seen before. They were actively seeking opportunities to learn, contribute, and grow. It was clear: the difference wasn’t just about them— that played a big role — but it was also about the environment we created for them.
Fast forward to today. I’m now part of a company that has turned many of its early co-ops into team leads. I’ve seen firsthand how a great internship program can transform not just the interns, but the entire organization.
But getting here wasn’t accidental. It took intention, structure, and a lot of lessons learned. Here’s how I’ve approached building a program that turns interns into future leaders—and why it’s one of the best investments you can make for your team.
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What I Do Differently Now: Lessons Learned from Working with Interns
Here’s the framework I developed to turn our co-op program into a talent pipeline:
1. The Turning Point: From Temporary Help to Future Leaders
I started by extending our co-op terms from four months to eight or even twelve months. Four months is not long enough for a new coop or an experience coop to learn business context, get updated with HR policies, understand the project(s) they are put in, and being to deliver. It’s simply too short.
I had an coop student join us, and we had him first join a web application project with a team, but overtime, we spoke and I found over the months, that
2. Match Projects to Experience Levels
Not all co-ops are created equal. Some are first-timers who need a lot of hand-holding, while others have previous experience and are ready to tackle complex problems.
I learned this the hard way. Early on, I threw a first-time co-op into a vague, poorly defined project. He struggled, and I could tell he felt lost. It was a wake-up call.
Now, I tailor projects to their experience level. For first-timers, I assign well-defined tasks with clear mentorship. For more experienced co-ops, I give them complex projects that challenge them to grow.
Pro tip: During interviews, ask co-ops to walk you through a past project. Pay attention to how they describe challenges and solutions. Did they ask for help when they needed it? Did they take initiative? These are the traits that matter.
3. Build a Support System That Works
Co-ops need support, but it’s easy to underestimate how much. At one point, I saw co-ops flounder because they didn’t have access to centralized documentation or clear onboarding processes. It was a mess.
So, I made changes. I set up centralized documentation, created a clear onboarding process, and assigned dedicated mentors to each co-op. I also made it clear that it’s okay to ask for help.
I’ll never forget one co-op who helped rebuild our mono repo after eight months of growing technical context. He wouldn’t have been able to do that without the right support structures in place.
Pro tip: Reinforce the message that it’s okay to ask for help. Say something like, “If you’re stuck, don’t sit there spinning your wheels. Ask for help. We’d rather you ask a ‘stupid’ question than make a costly mistake.”
4. Treat Them Like Future Leaders
When we shifted to longer terms and better support, something amazing happened. Co-ops started taking ownership of projects, mentoring others, and even suggesting improvements to our processes.
One co-op went from basic PR reviews to leading major technical initiatives. By the end of his term, he had mastered our codebase, mentored new co-ops, and converted to a full-time role.
The key was giving them time to develop deep context while providing clear growth opportunities.
Why This Approach Works
- Longer Terms Accelerate GrowthTechnical skills grow exponentially, not linearly. What takes three months to learn in the first term takes three weeks in the second. By extending terms, you capture the high-growth period after the initial learning curve.
- Psychological Safety Unlocks PotentialWhen co-ops know they have time to grow, they take more initiative. Instead of playing it safe with small fixes, they tackle complex problems that drive real value.
- They Internalize Your CultureLonger terms mean co-ops understand not just what to do, but why you do it that way. This creates future leaders who can maintain and evolve your technical culture.
The Payoff
When you treat co-ops like future leaders—not temporary help—you create a virtuous cycle of growth. They master your systems, innovate on your processes, and become ambassadors for your company’s culture. And when they join your team full-time, they hit the ground running, saving you time, money, and headaches.
Your Turn
Don’t wait for the next hiring cycle to make these changes. Start today by reevaluating one aspect of your co-op program. Whether it’s extending a term, assigning a mentor, or improving onboarding, every small step moves you closer to a program that delivers real value—for your co-ops and your company.
The future of your talent pipeline depends on it.
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