You really must look at this question from two perspectives: that of the intern and that of the practitioner/employer. Both are very important to the value of the internship experience. Unfortunately, these two viewpoints are often seen as being at odds with each other: the employer wanting to get as much productivity as possible out of the intern staff and the intern wanting to learn as much as possible. In my view, these interests need not be exclusive.

Internship should be a period for building on the formal education phase of one's career. It should be a second phase of one's professional education; no less intense or less valuable than the first. Too often, unfortunately, interns are hired on an "as needed" basis, rounding out a project team that is short of staff. Little thought is given to the long term needs of the intern or the long term needs of the firm. What each gains from the experience is limited at best.

Employers would be better served if they avoided the "day laborer" mentality that is often applied to interns and hired more strategically. Employers that assess their long term needs and staff accordingly are more likely to build a stronger, more capable firm and interns that search out those firms are more likely to find a place where their educational needs can be met.

Firms that hire on a project by project basis are shortsighted. The amount of time and effort expended to broaden the education of an intern should be seen as an investment in the firm's future, not a liability of hiring those who are less experienced. Over the 26 years I have owned and operated my own firm, I have observed that few new employees, rookies or pros, come to the firm knowing all that is necessary to succeed in their new environment. New processes and procedures, different market focus, new colleagues and office cultures require all employees to go through a learning curve. The interns bring an energy and desire to learn that is not as common in older employees. With some planning, structured mentorship and well-conceived learning opportunities, younger employees can get "up to speed" very quickly. The enthusiasm they bring to the firm is infectious and contributes to the atmosphere of the office. Firms that do not recognize this and treat interns as second class employees are doomed to a process of constant turnover among the younger staff, poor morale and low productivity.

Similarly, interns should seek out firms that recognize their long-term value and exhibit a willingness to invest in their professional growth. It has been my experience that the intern "network" is quite good. Interns typically know who the good employers are and where you are likely to find the best career opportunities. Make a plan for your future and stick with it. If no openings exist when you apply, keep checking back. Most good employers keep a file of the most promising resumes and would welcome your continued interest.