As architectural professionals we are often not trained in human resource development. It was only after my firm took on an MBA educated manager that the value of developing our own human resources became an important aspect of everyday practice. Take the time to take care of yourself as a firm. This means everyone in the firm. And your firm will be spiritually healthy, perform better for clients, and have a more secure future.

A key ingredient to the change created by our office manager was communications. She literally forced us to communicate: partner to partner, partner to intern, office to office. Office wide strategic planning helped us all understand our strengths and weaknesses. And simply taking the time to take care of ourselves, helped us all feel better as architects and emerging architects, in control of our futures. My experience has changed the way we do business. An organization that communicates well amongst themselves, understands and respects the individuals they work with.

Based on my own firms experience "the one thing I would change about architectural internship" is financial and time support of IDP and the ARE by the firm. This one move tells an intern that you value them and their development. The line item for these fees in the budget of most architectural firms is non consequential. It is the single best investment a firm can make toward retention of its valued human resources.

This small financial commitment on the part of architectural firms will be an important step in linking practice to the successful development of emerging professionals. Hopefully mentors will be more involved in understanding IDP and the need for a varied experience for the interns they serve. When a firm pays for something, they understand it. The concept and support of a broad experience for interns has been ignored for too long, by too many.

When a firm is challenged to make a change it gains new life. Communications are necessary. And development to accommodate the new mode is necessary. In short order a firm that has not been facilitating internship development will experience a cultural shift. Time will be found in the work week focused on creating responsible professionals. Information will be exchanged linked to real projects and real life learning opportunities. Maybe a sense of camaraderie will inject itself into a previously dull office. Professionals will feel more like the mentors they can be.

Development should not stop at internship by the way, it is life-long. And paying for this out of firm resources is just good business.