Human resources internships are great roles for young and emerging professionals who want that all important foot into the door.

Every industry has a degree of competitiveness about it, but the field of HR can be cutthroat for individuals who are angling for certain positions within firms.

From administration to management, payroll or employee relations, there is a healthy diversity in the practice and this range makes the profession enticing for workers.

However, business managers and executives at the higher levels of an organisation have a duty and responsibility to ensure that interns are treated respectfully and given every chance to succeed.

This is not just the right thing to do morally, but it will pay financial dividends and add value to the company as a result.

Here we will discuss some key facets that defines a successful program in this setting.


Outline the Role with Clarity

It is vital as a business manager that you outline what is designated to the role within the program of human resources internships. Is it to observe, to play an assisting role or to have a hands-on approach with one of the business functions? This is a field where important and sensitive information is analysed in detail, so there will have to be clear barriers and parameters set for the individual from the outset.


Outline the Terms with Clarity

Fortunately there has been a greater emphasis placed on human resources internships where young professionals are regularly hired without pay for extended periods of time. This is seen as a means of outsourcing through free labour, a practice that should be exposed for what it is. As a business manager, it is necessary to offer satisfactory terms and if it is a program that cannot offer pay, make that crystal clear from the outset. That is a scenario where a temporary part-time contract should be issued with additional incentives, ensuring that the individual is not hampered without receive direct remuneration.


Keep Tasks and Timeframe Limited

Remember that human resources internships are limited windows for both the business to test out new applicants and for young and enthusiastic workers to gain some hands-on experience. If they succeed in the role then a pathway to a full-time position can be sourced, but that should not be the expectation from day one. The best tactic in this setting is to keep tasks and the timeframe limited, ideally between a span of 2-4 working weeks.


Do Not Make Basic Assumptions

There should never been assumptions imposed upon the recipients of human resources internships when they walk through the door. Simply passing the interview is one phase, integrating into a work space is quite another. Allow the individual time and space to make a successful transition and treat everyone equally across the board.


Provide Welcoming Environment

Think about that first ever part-time job you received. Amid a time of great anxiety and nerves, it does wonders for a person’s confidence when there are mentors and peers who are supportive and make the space a friendly and welcoming environment. Human resources internships should be viewed through the same prism as those brands who fail this test find a high turnover and unsatisfied team dynamic. There is nothing wrong with developing ambition, but when professionals are too anxious to perform, then problems will persist.



Much of what makes human resources internships successful is the level of communication instigated by the employer to the employee. If those channels are effective and there is an open dialogue between all parties, then any issues can be managed to a satisfactory conclusion. Businesses have a duty of care with young professionals at this early stage of their career, and meeting this criteria will go a long way to securing value and adding key members to your staff.