Six years ago, I stepped into the RGI office as an intern—eager, a little unsure, and completely unaware that this experience would shape the rest of my career. Today, I manage that very same internship program. The reason I’m here isn’t by accident; it’s because my supervisor at the time was intentional about including me, mentoring me, and treating my contributions as valuable. That experience didn’t just teach me the tasks of the job—it taught me what a meaningful internship should look like. Now, I get to pay that forward. A well-designed internship benefits more than just the intern; it brings fresh perspectives, supports long-term talent development, and strengthens our team culture. When we set our interns up for success, we all succeed. So how do you set up interns for success?
Start with Strategic Onboarding
A successful internship begins before day one. Interns need more than just a tour and a to-do list—they need context, clarity, and connection. At our organization, we kick off every internship with introductions to the full team, explaining the organization’s history, and outlining the structure of their experience. We also set clear expectations and goals to help interns understand how their role contributes to broader projects. This foundation builds confidence and ensures they aren’t left wondering where they fit in.
Make Interns Feel Like Full Team Members
One of the most impactful things you can do is treat your interns like actual team members—not just temporary help. This means inviting them to staff meetings, giving them access to the same tools and communication channels, and including them in office culture activities. Even small gestures—like setting up a company email or giving them branded swag—help communicate that they’re truly part of the organization. Most importantly, assign them real work with real impact. Interns want to feel useful, and when their contributions are recognized, it builds pride and momentum.
Tailor Your Mentorship Approach
No two interns are the same. That’s why mentorship shouldn’t be one-size-fits-all. At the beginning of each internship, I take time to learn what each student hopes to gain from the experience. Are they exploring a career path? Building a specific skill? Figuring out where they thrive? I tailor my support based on those goals and check in regularly to offer feedback and adjust as needed. Some interns prefer more structure, while others flourish with greater independence. Being flexible and responsive to their learning style makes a big difference in how confident and supported they feel.
Empower Ownership and Encourage Initiative
Giving interns ownership over a project—or even just a piece of one—helps them take initiative and see the bigger picture. When interns are empowered to speak up and take the lead, they build skills that last far beyond a single semester. And often, they bring new ideas or perspectives we hadn’t considered, which improves our work in the long run.
Celebrate and Reflect
As the internship wraps up, it’s important to take time to reflect and celebrate. It’s a great opportunity to recognize their contributions and reinforce their professional development. I also provide personalized feedback and talk through next steps—whether that’s helping them prepare for interviews, connecting them with others in our industry, or just cheering them on as they return to school. Many of our interns stay in touch, and some even return as full-time employees.
Final Thoughts
Internship programs have the power to shape careers—and organizations—when done with intention. By investing in your interns as people, not just as temporary workers, you’re creating a culture of respect, learning, and shared success. If you lead an intern program or are thinking about starting one, ask yourself: How can I make this experience meaningful for both the intern and the team?
Because when we set interns up for success, we all win.
Emily Wrinkle, CMP, DES
Emily joined the RGI team in 2019 and currently serves as a Meetings Manager. She graduated from IUPUI with a Bachelors in Tourism, Events, and Sports Management (TESM) with an Event Management Certificate and a Business Certificate from the Kelley School of Business. She brings an array of experience to RGI, including maintaining and developing client programs, registration logistics, vendor management, speaker management, evaluation of RFPs, committee/volunteer management, evaluation of meeting/program success, and onsite logistics.