OPINION: Investing in interns helps companies build a loyal talent pipeline

Cherine Zananiri is director of experiential learning and cooperative education at Concordia.

In today’s job market, internships are increasingly becoming a strategic tool for organizations. By investing in training interns while benefitting from Quebec tax credits, companies can create a loyal talent pipeline. The diverse students from universities, including Concordia in Montreal, bring fresh insights and a global perspective, which they then integrate into the company’s culture and processes.

The impact is significant, with a recent study showing that Concordia graduates are contributing $925 million in human capital enhancement — increased productivity — through the university’s 179,000 graduates working in Quebec.

Directors at several leading Quebec companies that have partnered with Concordia recently shared their best strategies for recruiting the most qualified interns and facilitating their transition into permanent roles.

Welcoming interns from day one

Making an intern feel part of the organization and enhancing their sense of belonging is one of the most effective strategies for building your brand as a great employer.

Julie Lavallée, vice-president of human resources at AtkinsRéalis (formerly SNC-Lavalin) explains one way to do this. “Our buddy system for interns ensures that they connect regularly and stay engaged. This close connection often leads to interns returning for a second internship or being offered permanent positions.”

Josie (Josephine) Scalia, international president for Tax Executives Institute (TEI) and alumna of Concordia, has been mentoring interns and building a strong and steady talent pool throughout her career.

In her role as head of tax at Nestlé Health Science, she motivated her hybrid team to show up for in-person days. “Our noon-hour walking club and foosball tournaments allowed team members, supervisors and interns to come together,” explains Scalia, BComm 95.

Lavallée agrees with the importance of creating a sense of belonging in person: “We bring people together for special events and activities led by different employee resource groups, which help interns build relationships and stay connected even after their internship ends.”

Building a future together

Engaging interns with skill-building projects aligned with their strengths fosters long-term career growth. On top of this, by clearly communicating possible career paths, employers inspire loyalty among their new employees.

Lavallée reminds us that “feedback from students is important. It is a two-way street, and we want to be sure that both the interns and the company are continuously evolving. This allows us to adjust and adapt our internship programs if need be.”

Getting interns ready and identifying strengths 

Providing training to address technical skill gaps can significantly enhance the onboarding process. In her role at Nestlé Health Science, Scalia noticed that incoming interns were not yet comfortable with Microsoft Excel. So a specialized Excel program was created for interns to ensure they hit the ground running. This training program is now made available to all co-op students at Concordia.  

Vince Hua is a Concordia John Molson School of Business alumnus who leads Vffice, a St-Hubert-based start-up recently ranked as one of Canada’s Best Startup Employers by Forbes magazine.

Since 2019, Vffice has hired almost 30 interns, and seven of them have become full-time employees at the company.

“I like to give young people the opportunity to choose the right career for them, since I would have loved to have this chance when I was a student at Concordia. I see myself in them, and I am happy to give back,” explains Hua, BComm 97.

Flexibility attracts Gen Z talent

Marco Beaulieu, the director of school partnerships and internship experience at Bombardier, highlights his company’s approach: “We make sure interns feel part of the team, have amazing projects and are part of important decisions. This practical exposure helps them see if they fit within the organization, and it also allows us to assess their potential for future roles.”

Beaulieu explains that the Bombardier strategy involves offering part-time opportunities to interns while they complete their studies. “This flexibility allows them to stay connected and continue contributing to the company, making the transition to a permanent role smoother.”

He is also proud to share that at Bombardier, “our key performance indicators for converting interns to permanent employees is something we track closely. We’ve seen great success converting some of the over 150 interns we hire annually,” he explains.  “It is also important for us to maintain entry-level positions, and we make an effort to hire new young talent when there is an opening.”

Network, network, network

Regular touchpoints with supervisors, mentors and leaders can prepare students for their careers and reduce the common feeling of being impostors.

As part of her co-op program at Concordia, political science student Savannah Carvalho did three internships. “Imposter syndrome is real, but with time and support you learn to believe in yourself,” she confides. “My last internship at the Privy Council Office in Ottawa was particularly exceptional, fuelling my curiosity and motivation while providing a fantastic support system. For future roles, I would definitely prioritize an environment where I feel engaged and supported.”

Bringing interns on board and inspiring them to grow with your company builds a dedicated team while cutting down on recruitment costs. Converting interns allows you to retain valuable knowledge, infuse your team with fresh ideas and boost commitment to your company’s success. By implementing these strategies, organizations can build a strong employer brand and attract top talent from universities and beyond.

Find out more about Concordia’s Institute for Co-operative Education.