Are interns an asset to PR agencies or just cheap labour? Lisa Salmon asks PR leaders and an intern about the pros and cons of internships
Internships can be a crucial stepping stone into PR work for young people – but are they truly valuable to employers too?
The TUC says hundreds of thousands of young people do internships every year in the UK, and there are many internship schemes at PR agencies, offering paid roles for a set period which often leads to a permanent job at the end.
But are internships worthwhile for PR agencies?
James Brooke, managing director of Rooster PR (rooster.co.uk) thinks so.
He introduced Rooster’s paid internship programme around 10 years ago and explains: “I wanted to create a genuine route into PR for talented people, regardless of their background, or whether they had previous agency experience or industry connections.”
Rooster’s interns join for three months, and Brooke stresses: “Crucially, they are treated as part of the team rather than an extra pair of hands for the jobs nobody else wants to do.”
He says interns can bring enormous value to an agency because they usually have a fresh perspective, different experiences and an instinctive understanding of emerging platforms, culture and changing consumer behaviour.
“In PR, where we're constantly looking for new angles and ways to make brands relevant, that fresh thinking is incredibly valuable,” he says.
Another positive of employing interns is the practical commercial benefit they bring, he says, explaining: “A three-month internship gives both the intern and the agency the opportunity to trial each other before committing to a permanent role.
“The intern gets a proper understanding of the agency, its culture and whether PR is genuinely the career for them, meanwhile we get to see their attitude, aptitude and potential in a real working environment.”
He says this significantly reduces the risk on both sides compared with making an entry-level permanent hire based on an applicant’s CV, one or two interviews and a standard probation period.
But Brooke stresses that an internship needs to be a two-way investment.
“The biggest mistake businesses make is seeing interns as cheap labour,” he warns.” If someone spends three months making coffees, updating spreadsheets and doing the tasks nobody else wants, neither side gets much out of it.
“Give interns proper work, involve them in brainstorms and client meetings, provide structured training and feedback, and give them a clear sense of what success looks like.
“Equally, don't wrap them in cotton wool. Give them responsibility and let them contribute – you'll often be surprised by what they bring to the table.”
And what interns bring to the table can ultimately lead to them becoming loyal high-fliers within the business, points out Kieran Kent, CEO at Propeller PR (propellergroup.com)
He says the group’s internship programme has developed team members who have progressed to senior management positions within the agency, lasting on average five years.
“Our internship programme has evolved over the years but the intention has always been the same – to provide experience and inspiration for someone starting out in PR, with the goal of starting them as a full team member at the end of the process,” he explains.
“We hire interns specifically with this expectation, which helps us solidify the investment we put into their development and avoids a rollover of junior talent.”
Kent says Propeller interns are given access to account executive-level tasks, which helps them improve their knowledge on a weekly basis, rather than just relying on the work they’re given to do this.
And he adds: “The best schemes will allow junior staff to grow in a structured way that gives them the confidence to take on client work in a natural timeline.”
Graduate Jennifer Mensah, 21, is a current Propeller Group intern, and she says her experience so far has given her a broader understanding of PR than she expected.
“Every day, I've learned how to put forward creative ideas for business clients and use our collective wisdom to pitch the best angles for press,” she says.
“I've appreciated being given this responsibility and getting stuck into pitching from the start, being guided by my team on connecting with journalists, and generating the right ideas to attract attention.
“I've already been exposed to a diverse set of clients and projects, and the office environment has helped with learning, collaboration and building relationships, without feeling overwhelming.”
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