Internship Supervision Resources for Developing Student Employability

Larissa K. Barber and Sarah F. Bailey

Northern Illinois University

Supported by a 2014 Instructional Research Award to Larissa K. Barber

______________________________________________________________________________

Author contact information:

Larissa Barber
1425 W. Lincoln Highway,
Northern Illinois University
DeKalb IL 60115
Phone: 815-753-0740
Email: [email protected]

Acknowledgements: We would like to thank Videl Nelson and Justin Taylor for assistance in
gathering some materials for this resource.

Copyright 2015 by Larissa K. Barber and Sarah F. Bailey. All rights reserved. You may
reproduce multiple copies of this material for your own personal use, including use in your
classes and/or sharing with individual colleagues as long as the author’s name and institution and
the Office of Teaching Resources in Psychology heading or other identifying information appear
on the copied document. No other permission is implied or granted to print, copy, reproduce, or
distribute additional copies of this material. Anyone who wishes to produce copies for purposes
other than those specified above must obtain the permission of the author(s).
INTERNSHIP SUPERVISION RESOURCES 2

Table of Contents

Overview ..............................................................................................................................3

Internship Supervision and Experiential Learning ..............................................................3

Designing the Internship Course..........................................................................................6

Evaluating the Internship Experience and Providing Feedback ........................................13

Student Employability: An Organizing Framework for Internship Coursework ..............16

Conclusion .........................................................................................................................20

References ..........................................................................................................................21

Appendix A: Example Learning Activities........................................................................24

Appendix B: Other Resources to Support Learning Activities ..........................................32

Appendix C: RAW Potential Assessment..........................................................................39

INTERNSHIP SUPERVISION RESOURCES 3

Overview

Internship experiences provide critical experiential learning opportunities for

undergraduate psychology majors. They allow students to apply and hone classroom knowledge

and skills, as well as stimulate additional learning that further aids in students’ career

development (Shoenfelt, Kottke, & Stone, 2012; Shoenfelt, Stone, & Kottke, 2013). However,

faculty receive little guidance in how to provide structure around the academic requirements of

internships using experiential learning principles and techniques. Thus, the new faculty sponsor

may be at a loss as to how to provide educational benefits to the psychology intern that can

maximize students’ experiential learning originating from the internship site.

The purpose of this resource is to assist faculty who supervise psychology undergraduate

internships, either as a course instructor or individual sponsor. First, we review background on

the importance of internships and their role in the experiential learning model, which informs

internship supervision roles. Second, we discuss instructor considerations for setting up an

internship course in terms of design and evaluation. Lastly, we provide an example course

model based on a “student employability framework,” including associated educational activities

and a student self-assessment of employability behaviors to guide student career development.

Internship Supervision and Experiential Learning

Supervising undergraduate interns requires a shift in faculty perceptions of their role in

the learning process, as it differs considerably from the typical classroom approach. The

educational process for internships is based in the experiential learning model, which integrates

meaningful experiences outside of the classroom with guided reflection and analysis from the

instructor (Chapman, McPhee, & Proudman, 1995). Although many traditional courses may

have experiential learning components imbedded in particular assignments (e.g., volunteering

INTERNSHIP SUPERVISION RESOURCES 4

experiences; Kretchmar, 2001; Raupp & Cohen, 1992), internship courses are completely

structured around experiential learning principles because they are mostly driven by

individualized learner experiences. The internship work experience, rather than instructor

defined content, serves as the impetus of the learning cycle. Students are also expected to reflect

on content from prior coursework in relation to that experience, use it as a way to extend or

refine their current knowledge, and use this information to inform future action. Figure 1 shows

what learning in an internship looks like according to Kolb’s (1984) cycle of four experiential

learning phases: concrete experiences, observation and reflection, abstract conceptualization, and

active experimentation.

Internship Experience
(Concrete Experiences)

Compare with Previous

Implement New Knowledge Coursework/Training
(Active Experimentation) (Observation & Reflection)

Extend or Refine
Psychological Knowledge
(Abstract Conceptualization)

Figure 1. Internship experiential learning based on Kolb’s (1984) model.

INTERNSHIP SUPERVISION RESOURCES 5

The internship approach differs from the traditional lecture-style classroom approach in a

number of ways. First, the faculty instructor’s role is to be more of a “process” expert than a

“content” expert. The faculty member does not necessarily need to have a content-based

knowledge of the student’s particular internship (i.e., specific disciplinary knowledge/skills)

because the internship site supervisor should be serving as the content expert for the student.

Thus, the faculty instructor serves as an expert in the experiential learning process, providing

students with a framework for organizing and evaluating their learning experience. This

framework entails a course structure with “clearly defined educational parameters—group

working agreements, activity learning goals, a big-picture design plan, etc.” (Chapman et al.,

1995, p. 243).

Second, student contributions are different from their contributions in lecture-style

classrooms, as internships require more of a student-centered process that requires continuous

active participation from the student (Chapman et al., 1995). Because the learning cycle starts

with experiences, students must actively seek out situations or experiences that they can use for

reflection, as well as provide initial interpretations of the meaning of those events. The

effectiveness of the experiential learning process for internships relies heavily on persistent

student engagement, especially when students inevitably encounter challenges outside of their

comfort zone. As such, instructors will find it necessary to take on a cheerleading role to

encourage student growth, including showing continued enthusiasm and positivity in the process

during obstacles (Warren, 1995).

Third, the primary learning environment (internship site) is dynamic and uncertain

(Gentry, 1990). Although the instructor can exert a great deal of structure on the course design
INTERNSHIP SUPERVISION RESOURCES 6

itself, student experiences at the internship site are different for each student and within each

student over time. The instructor creates learning goals and activities that help guide students in

seeking out learning experiences and interpreting them (including helping students create

specific learning objectives for their internships), but instructors cannot control the actual

experiences themselves. Thus, a faculty instructor unfamiliar with experiential learning may

have difficulty creating a coherent theme or set of activities to promote student professional

development. The internship course requires learning experiences that are applicable to various

learning environments across internship sites. To address these issues, the following three main

sections discuss (a) considerations for internship course design, (b) how to approach evaluation

and feedback in the course, and (c) a potential organizing framework that faculty can adopt when

supervising undergraduate psychology interns.

Designing the Internship Course

In the design phase, instructors need to specify the learning objectives for the internship

course, create or select learning activities, identify factors influencing student learning, and

create a timetable and structure for implementation (Wolfe & Byrne, 1975). We discuss each of

these factors in the context of supervising experiential learning during psychology internships.

Specifying learning objectives. Similar to other courses, faculty instructors need to

clearly define their learning objectives for students’ internship experiences, especially in terms of

the academic component of the course. We suggest faculty instructors consider some elements

of the APA Guidelines for the Undergraduate Psychology Major Version 2.0 (American

Psychological Association [APA], 2013) in designing their objectives. For example, the fifth

goal relating to professional development has a variety of particularly relevant objectives for an

internship course: “apply[ing] psychological content and skills to career goals, exhibit[ing] self-
INTERNSHIP SUPERVISION RESOURCES 7

efficacy and self-regulation, refin[ing] project-management skills, enhancing teamwork capacity,

and develop[ing] meaningful professional direction for life after graduation” (p. 16). The fourth

goal related to communication (i.e., “exhibit[ing]… presentation skills” and “interacting

effectively with others,” p. 16) and the third goal related to ethical and social responsibility (i.e.,

“build and enhance interpersonal relationships,” adopt community-building values at the local

level, p. 16) also have objectives that can be relevant for all types of psychology-related work

experiences.

Creating and selecting learning activities. After selecting objectives, faculty

instructors should create or select learning activities that will help students accomplish these

objectives. For example, under Goal 5, “developing a meaningful professional direction for life

after graduation” (Professional Development; APA, 2013, p. 35), one subobjective (5.5b) is

being able to identify skill sets that employers look for when they are selecting individuals with a

background in psychology. An associated learning activity is to have students research skills

required for their desired job. This could include analyzing job descriptions from websites or

search task information using O*Net (http://www.onetonline.org/). Other subobjectives under

“developing a meaningful professional direction for life after graduation” include describing how

curriculum vitae or résumés are used in job searches (5.5e) and describing settings in which

people with backgrounds in psychology typically work (5.5c). Having students create résumés

to be reviewed by the instructor or university career counselors would match the former

objective, and having students conduct informational interviews with individuals in their desired

career field (i.e., interviews designed to learn more about what it is like to actually work in a

specific type of position; see Lorenz, 2008) would match the latter objective.
INTERNSHIP SUPERVISION RESOURCES 8

Another objective under Goal 5 (5.2; APA, 2013, p. 34) is to “exhibit self-efficacy and

self-regulation.” This includes the subobjectives of recognizing links between self-management

efforts and achievement outcomes (5.2a), accurately assessing performance quality in relation to

external standards (such as those set by an internship site supervisor or course instructor; 5.2b),

and incorporating feedback from educators and mentors (5.2c). A helpful learning activity for

this goal is to have students form their own internship learning objectives for specific knowledge

and skill development to be discussed and revised with their internship site supervisor and the

course instructor. Internship learning objectives are a tailored—and more specific—version of

the course instructor’s learning objectives that focus on specific knowledge or skill obtainment.

Students can pick what they would like to know or be able to do by the end of their internship,

specify actions or steps they will take to accomplish these goals, and decide how they will

measure if they have achieved their objectives (see Figure 2 for examples). In addition to

helping students learn how to engage in effective self-regulation to meet their goals, this type of

activity also helps students gain specific knowledge and skills that are unique to their internship

experiences.

Finally, if faculty desire to include an objective regarding presentation skills (4.2 under

Goal 4: Communication; APA, 2013), a related learning activity is to have students briefly

present their internship experiences to other psychology majors in the department via an oral or

poster presentation. Presentations beyond the classroom can help advertise and promote

internship experiences in the department, as well as get interns involved in helping with the

professional development of other students (which is another example of a local community-

building activity). Examples of these and other types of learning activities are located in
INTERNSHIP SUPERVISION RESOURCES 9

Appendix A. Other potential readings and resources to support learning activities are in

Appendix B.

Student-Created Internship Actions To Take to Indicators of Achieving

Learning Objective Accomplish Objective Objective Success
Identify client prescriptions and --Review past client files with --Correctly identifying
associated disorders for entering internship site supervisor to learn prescription names, uses, and
information into client files patterns/names associated disorders in client files
--Shadow other employees while without assistance
they enter client information and --Perfect performance on a
practice prescription names/uses prescription/disorder “quiz”
--Review training and coursework created with my internship site
notes regarding medications and supervisor at the beginning of the
disorders relevant to my clientele internship

Demonstrate interpersonal skills --Take training module on --Personal comfort when taking
when talking to crisis hotline clients handling crisis situations new calls
--Shadow other employees on --Consistently positive supervisor
calls feedback on recorded calls
--Take at least 10 supervised calls --Positive feedback from client
a week to practice
Demonstrate quantitative analysis --Complete human resources --Accurate completion of adverse
skills in creating adverse impact assistant training impact reports (supervisor
reports for the human resources --Review adverse impact feedback)
department calculation notes from I/O --Completion of adverse impact
psychology course reports without referring to notes

Figure 2. Examples of student-created internship learning objectives, actions, and

indicators of success

Another key point of consideration regarding learning activities is to consider variations

on observation and reflection activities. Using diaries is a common pedagogical tool to

accomplish a variety of learning goals. For example, student interns can complete reflections

with the goal of meeting a number of learning objectives related to identifying coursework

application, new knowledge/skill development, insights into personal preferences, insights into
INTERNSHIP SUPERVISION RESOURCES 10

work/career fields, identification of weakness for improvement, and identification of key

strengths (see Figure 3 for journal entry prompts).

However, both individual and group meetings would qualify as other types of observation

and reflection activities (Blanton, 2001). Faculty supervisors may choose to hold regular group

sessions in which students discuss some of their internship activities to solicit feedback or merely

share their experiences. Group sessions can also be used to provide professional development

information to assist students with learning activities, such as learning key tips for

professionalism in the workplace, how to write a résumé (and frame the internship in a résumés,

or how to discuss their internship experiences during job interviews.

Coursework Application New Knowledge/Skill Development

What knowledge and skills from your What new knowledge and skills beyond your
coursework were you able to use this week? coursework did you develop this week?

Insight into Personal Preferences Insight into Work/Career Field

Was there a particular incident that yielded Was there a particular incident (or set of
insight into your personal preferences or experiences) that yielded more insight into this
contributed to your personal growth and type of work or career field?
development (that is, clarification or changes in
values, motives, or attitudes)?

Identification of Strength(s) Identification of Improvement Area(s)

Did your supervisor or other coworkers help you Did your supervisor or other coworkers help you
identify a particular strength of yours in the identify a particular weakness or area of
workplace that you can “sell” on your résumé? improvement? Please be specific and identify
how you will seek to overcome this weakness in
the future

Figure 3. Example of journal entry prompts.

INTERNSHIP SUPERVISION RESOURCES 11

Identifying factors influencing student learning outcomes. A third aspect of design is

identifying factors that influence student learning and success in internship courses. These

factors are not directly under faculty control, but can be indirectly managed, such as faculty

approval of the internship site and student readiness factors. Although faculty members cannot

fully control all factors relating to the internship site or student readiness, they can put into place

some eligibility requirements to optimize learning outcomes.

With respect to internship site factors that can be indirectly managed, the faculty

instructor needs information regarding the site supervisor, location, typical training duties, hours

worked per week, and length of internship (start/stop date). Information regarding hours and

length of internship ensures there is enough time for student learning (e.g., 10 hours over at least

a 12-week span). Faculty should also explicitly discuss with the student and the site what tasks

are appropriate for student development in relation to a psychological background; the

appropriateness cannot always be inferred from the organization or job title by itself. For

example, some organizations that provide psychological services may have particular positions

that are not related to psychology (e.g., front desk or minor clerical work), and organizations that

do not provide psychological health services still have positions that are related to applied

psychology careers (e.g., human resources and employee training for industrial-organizational

psychology). Additionally, faculty instructors may want to provide some guidelines or an

information packet for site supervisors to help convey the course expectations, especially to sites

that have not previously worked with interns. This information packet or guidelines document

may include providing site supervisors with a copy of the syllabus, assignments, or suggestions

for how to interact with the interns to help them with professional development beyond the
INTERNSHIP SUPERVISION RESOURCES 12

essential job tasks. Beard (2007) provided an excellent template for employer guidelines that

includes suggestions such as discussing company policies and culture, providing a variety of

work tasks for broad skill development, scheduling regular meetings to discuss performance and

career plans, and conducting an exit interview based on the intern’s final performance

evaluation.

Student readiness is another factor that faculty instructors should consider in terms of

student eligibility requirements for the course. An internship course can be considered as more

“high stakes” than the traditional college classroom because there are additional stakeholders in

the learning relationship beyond just the student and instructor. These stakeholders include site

supervisors and coworkers and clients that interns interact with at the internship site. Also, the

success of student interns in their respective organizations is critical to building strong

relationships between the department and community. If students from a particular psychology

program are not prepared to do well, their poor performance may hurt the program’s reputation

and make the site less willing to accommodate future psychology interns. Consequently, faculty

instructors may want to consider basing eligibility requirements on indicators of academic

achievement and course content mastery (Shoenfelt et al., 2012). These requirements may

include completed coursework or educational status (e.g., juniors and seniors), major grade point

average (GPA), or overall GPA. Instructors may also want to provide students with assistance in

creating their résumés or other materials in preparation for an internship search (or direct them to

relevant support services on campus, such as a Career Services office). In discussing the

potential eligibility for enrolling in an internship course or beginning an internship search,

faculty should help students understand that “the student is representing not only himself or

herself but also the academic department and university” (Shoenfelt et al., 2012, p.103).
INTERNSHIP SUPERVISION RESOURCES 13

Structuring implementation. The final consideration is how to implement the design

components. At this stage, faculty instructors should consider how scheduling course sessions

and assignments will best affect learning outcomes. For example, having an orientation session

regarding learning outcomes, the experiential learning approach, and how to get the most out of

their internship (e.g., professional behavior) is useful to students before they start their internship

experience. Having students create their specific internship learning objectives and indicators of

success with their site supervisor (e.g., as shown in Figure 2) is important to do within the first

week or two of the internship. Instructors may also want to consider methods for helping

students complete journal reflections regularly instead of retrospectively completing multiple

weeks of reflections right before submission deadlines or group sessions. For example, using

online journaling functions helps instructors track when students complete journal entries, while

also allowing instructors to provide real-time feedback to improve journal reflection quality.

Finally, summative reflections on the entirety of the experience and giving a presentation (as

well as creating an action plan for future career development opportunities) make the most sense

at the end of the course.

Evaluating the Internship Experience and Providing Feedback

Another important instructor role in internship supervision is providing evaluation and

feedback (Wolfe & Byrne, 1975). Next, we discuss evaluation considerations that include (a)

faculty instructor evaluation of the student intern, (b), student evaluation of the internship site

and internship course learning activities, and (c) internship site supervisor evaluation of the

student intern. Integrated in this discussion, we also mention the importance of feedback both

during and at the end of the internship experience.

INTERNSHIP SUPERVISION RESOURCES 14

Faculty instructor evaluation and feedback. The first consideration is how faculty will

evaluate student work and provide feedback in relation to the overall course grade. These

considerations include

• Will students get a chance to revise assignments based on instructor feedback, or

will the instructor’s grade be final?

• Are students required to attend any information sessions or group discussions?

• Will faculty grade students’ participation or attendance to information or group

sessions?

• Will faculty grade students' attendance or completion of work hours at the

internship site?

• Will faculty use supervisor evaluations on specific dimensions to inform student

grades?

• Will students receive specific grades or only satisfactory or unsatisfactory

feedback?

The instructor’s approach may also depend on whether the course is graded using a

satisfactory/unsatisfactory cutoff, letter grades (As, Bs, etc.), or some other alternative. Given

that the experiential learning approach is critical to an internship course, students may benefit

most from receiving feedback on all of their assignments before turning them in for a grade. For

example, an instructor can have assignments periodically due for “draft completion” credit

throughout the semester and provide feedback on each submission. At the end of the course,

students can turn in a final portfolio with all of their learning activities that incorporate the

feedback as part of their final grade.

INTERNSHIP SUPERVISION RESOURCES 15

Student evaluation and feedback. Students should also have the opportunity to provide

evaluations on the learning activities and their internship experiences. Depending on

departmental requirements, faculty instructors may or may not have formal course evaluations,

and thus it is important that instructors develop their own evaluations to inform potential

revisions of the course. A few examples include asking students to rate the usefulness of specific

activities, guest lectures, information sessions, group discussions, or other aspects of the course.

Evaluations of the site can also be valuable department data to consider when recommending

students for future internships in specific organizations or positions within organizations.

Example dimensions can include ratings of the actual internship site (facility and resources,

atmosphere), internship duties (relevant to career, challenging work), and the site supervisor

(accessibility, feedback, orientation to work). Instructors may also want to ask questions related

to student professional development, such as if the internship helped the students better prepare

for professional work or graduate school and if they attained new knowledge, skills, or

information about themselves for their career. A sample evaluation provided by Beard (2007)

has students provide self-evaluations on dimensions such as dependability, self-confidence,

communication (written and oral), acceptance of criticism, and ability to work with others.

Internship site supervisor evaluation and feedback. Finally, the faculty supervisor

needs to discuss the intern’s evaluation with the site supervisor. For example, our psychology

department requires our interns to register their internship information with the university’s

Career Service center because this office requests formal evaluations of the intern’s performance

on six dimensions (relations with others, attitude, judgment, ability to learn, dependability, and

quality of work). We then use this evaluation as part of successful completion of the course (i.e.,
INTERNSHIP SUPERVISION RESOURCES 16

the intern has to attain a pre-established cutoff score for credit), as well as a learning tool to help

guide the student on what types of behaviors are valued in employment settings.

At our university, using the Career Services evaluation has the dual benefit of adding

internship information to their database, while also freeing the faculty member from the role of

managing supervisor evaluation distribution and receipt. However, other faculty instructors may

not have this option at their institution or may prefer to create their own evaluations. Regardless

of the type of supervisor evaluation used (i.e., created by the faculty member or borrowed from

another institutional office), it is important to share the rating dimensions with students before

they begin their internship. In this way, students understand what is expected from them and are

not surprised by the rating dimensions that are used to evaluate their performance.

Student Employability: An Organizing Framework for Internship Coursework

As mentioned previously, having a “big picture design plan” may be a useful way to

make experiential learning more coherent for students (Chapman et al., 1995). Thus, instructors

may want to give some thought to creating a theme for the course to help guide student activities.

One organizing framework applicable to an internship is to consider “the eye of the employer,”

or student employability. That is, what general competencies can students develop in the

internship (and beyond) that can make them a more attractive job candidate for a psychology-

relevant career? The employability framework (Hogan, Chamorro-Premuzic, & Kaiser, 2013)

suggests that organizations make attributions of employability based on three central aspects of a

job candidate’s profile: evidence that they are rewarding to work with (R), have the ability to do

well (A), and are willing to work hard (W; also known as the “RAW model”). Thus, students

should understand common sources of information that employers use when making hiring

decisions, including a variety of documents such as cover letters, interviews, references, letters
INTERNSHIP SUPERVISION RESOURCES 17

of recommendation, and transcripts. Additionally, students should be aware that they can engage

in a variety of behaviors to help strengthen their applicant profile (see Figure 4). Given that

educational institutions are under increasing pressure to demonstrate their graduates can obtain

gainful employment, the internship course is an excellent mechanism for helping students start to

think about how their educational activities—including, but not limited to, the internship—will

help increase their employability or selection for graduate school.

Employer Perception Sources of Information on Example Behaviors That

(Characteristics) Student Applicant Profile Strengthen Applicant Profile
Rewarding to Work With Cover letter, interviews, Researching organizations and
(Social/interpersonal skills, references, or letters of positions, building rapport with
compatibility with organization) recommendation instructors and supervisors

Ability to Do Well Curriculum vitae or résumé, Practicing skills in internships or

(Abilities, expertise, qualifications, transcript grades research experiences, coursework
achievements) performance, certifications,
awards, courses taken

Willing to Work Hard References or letters of Demonstrating reliability and

(Ambition, work ethic, drive to recommendation, attention to punctuality in both work tasks
succeed) detail in application documents and coursework (excellent
attendance and participation)

Figure 4. Student applicant profile sources of information and example behaviors

adapted from the RAW framework (Hogan et al., 2013).

A key advantage of using the RAW model (Hogan et al., 2013) to help frame the course

is that it introduces two important concepts to students. First, it helps students understand that

their psychology degree (and associated coursework) is not the sole goal of their educational

activities. Timely degree completion and exposure to multiple disciplines through a liberal arts

education is certainly important, but students should also keep in mind that they need to fully

develop key areas of expertise and skills that make them desirable employees for their future
INTERNSHIP SUPERVISION RESOURCES 18

careers. This shift in perspective helps students understand that they should give considerable

weight to additional learning opportunities outside of the classroom and timely degree

completion requirements. Students who do the latter could find themselves in the frustrating

position of not being able to obtain employment after graduation. From years of experience as

academic advisors, we have seen multiple students needing to return to college in some capacity

to gain additional research or internship experiences to improve their applicant profiles in

relation to the job market or graduate school admissions.

Second, the RAW model (Hogan et al., 2013) emphasizes that merely having the three

RAW characteristics is not enough to secure employment. Students need to effectively convey to

employers—through multiple sources of information—that they have these characteristics.

When applying to any given job, students are often competing with hundreds of others with a

degree in psychology; degrees are often minimum job requirements. What will set them apart in

the application process is demonstrating—with substantial evidence—that they have the ability

to do well, are rewarding to work with, and are willing to work hard in a particular job.

Information derived from grades, letters of recommendation or references from instructors and

supervisors, internship experiences, leadership experience, research experience, and other

activities are all important factors that employers and graduate schools consider in the selection

process.

In line with the RAW model (Hogan et al., 2013), we developed the RAW Potential Self-

Assessment as a tool to help students better make a connection between their day-to-day

interactions in the classroom and beyond. This self-assessment has the dual purpose of having

students gauge their current level of employability, as well as educating them on activities that

help increase their employability on each domain. The RAW Potential Self-Assessment was
INTERNSHIP SUPERVISION RESOURCES 19

developed by reviewing and elaborating on research on positive common behaviors that

instructors see in their courses (Landrum, 2011; Parr & Valerius, 1999) and categorizing

behaviors under the tool’s associated subsection of “rewarding,” “ability,” and “willingness”

indicators. For example, students can convey their willingness to work hard by attending classes

regularly, adhering to course deadlines, and following assignment instructions; instructors can

discuss these behaviors in letters of recommendation. These same behaviors also apply to

internships sites in terms of punctuality, completion of work on time, and following supervisor

instructions.

In consultation with three faculty members, a career service representative, a director of

undergraduate studies, and two advanced undergraduates who took an internship course, we

developed 63 behavioral statements. We assigned them to the appropriate RAW dimension: 20

Rewarding, 17 Ability, and 26 Willingness statements (see Appendix C). More psychometric

work on this tool is needed beyond subject matter expert input, but the initial version of the

measure was piloted during a psychology internship orientation with seven students.

Anecdotally, the RAW Self-Assessment served as a helpful tool for discussing professional

behavior with students. We encourage instructors to use these behavioral statements to spark

class discussion based on students’ reactions and questions that arise from completing the self-

assessment. For example, students may have questions regarding what qualifies as “meaningful”

participation in classes or what constitutes information that is “too personal or inappropriate” to

discuss with instructors during class. These expectations can differ by contextual factors such as

the type of class, personality of the instructor, and students’ previous relationship with specific

instructors. Helping students acknowledge these factors and discuss how to make appropriate

adjustments can help them reflect more on their behaviors both inside and outside of the
INTERNSHIP SUPERVISION RESOURCES 20

classroom. This discussion can be a good first step toward students learning prescriptive

information regarding how to develop characteristics that will lead to better letters of

recommendation from instructors and increase other aspects of their application materials for

jobs after graduation or graduate school. As one psychology intern noted after taking the RAW

Potential Self-Assessment Tool, “This (assessment) makes me panic a little, but at least I know

in what areas I need to improve and what to do about it.”

Conclusion

Supervising psychology interns can be a rewarding experience for faculty members, and

research suggests that internships have far-reaching effects on students’ professional

development and career success (Shoenfelt et al., 2013). We encourage faculty to help students

take advantage of this unique learning environment by following suggestions from the

experiential learning approach in relation to course design, evaluation, and feedback. Faculty

may also want to frame the internship course experience through the “employability” model

(Hogan et al., 2013), which focuses on what characteristics are valued most by employers across

all types of careers (rewarding to work with, ability to do well, and willingness to work hard).

To this end, we hope the RAW Potential Self-Assessment will be a useful tool for student

development in an internship course.

INTERNSHIP SUPERVISION RESOURCES 21

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Gentry, J. W. (1990). What is experiential learning? In J. W. Gentry (Ed.), Guide to business

gaming and experiential learning, 9–20. Dubuque, IA: Nichols.

Guiseppi, M. (n.d.). 10-Step Personal Branding Worksheet. Retrieved from http://www.job-

hunt.org/personal-branding/personal-branding-worksheet.shtml

Hogan, R., Chamorro-Premuzic, T., & Kaiser, R. B. (2013). Employability and career success:

Bridging the gap between theory and reality. Industrial and Organizational Psychology,

6, 3–16. http://dx.doi.org/10.1111/iops.12001

Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and

development. Englewood Cliffs, NJ: Prentice-Hall.

INTERNSHIP SUPERVISION RESOURCES 22

Kretchmar, M. D. (2001). Service learning in a general psychology class: Description,

preliminary evaluation, and recommendations. Teaching of Psychology, 28, 5–10.

http://dx.doi.org/10.1207/S15328023TOP2801_02

Landrum, R. E. (2011). Faculty perceptions concerning the frequency and appropriateness of

student behaviors. Teaching of Psychology, 38, 269–272.

http://dx.doi.org/10.1177/0098628311421328

Lorenz, K. (2008). How does an informational interview work? CareerBuilder.com. Retrieved

from http://www.careerbuilder.com/Article/CB-481-Getting-Ahead-How-Does-an-

Informational-Interview-Work

Parr, M. G., & Valerius, L. (1999). Professors’ perceptions of student behaviors. College Student

Journal, 33, 414–423. Retrieved from http://www.freepatentsonline.com/article/College-

Student-Journal/62839450.html

Raupp, C. D., & Cohen, D. C. (1992). “A thousand points of light” illuminate the psychology

curriculum: Volunteering as a learning experience. Teaching of Psychology, 19, 25–30.

http://dx.doi.org/10.1207/s15328023top1901_5

Shoenfelt, E. L., Kottke, J. L., & Stone, N. J. (2012). Master’s and undergraduate

industrial/organizational internships: Data-based recommendations for successful

experiences. Teaching of Psychology, 39, 100–106.

http://dx.doi.org/10.1177/0098628312437724

Shoenfelt, E. L., Stone, N. J., & Kottke, J. L. (2013). Internships: An established mechanism for

increasing employability. Industrial and Organizational Psychology, 6, 24–27.

http://dx.doi.org/10.1111/iops.12004
INTERNSHIP SUPERVISION RESOURCES 23

Warren, K. (1995). The student-directed classroom: A model for teaching experiential education

theory. In K. Warren, M. Sakofs, & J. S. Hunt (Eds.), The theory of experiential

education (pp. 249–258). Dubuque, IA: Kendall/Hunt.

Wolfe, D. E., & Byrne, E. T. (1975). Research on experiential learning: Enhancing the process.

Business Games and Experiential Learning in Action, 2, 325–336. Retrieved from

https://absel-ojs-ttu.tdl.org/absel/index.php/absel/article/view/2838
INTERNSHIP SUPERVISION RESOURCES 24

Appendix A: Example Learning Activities

Assignment 1: Internship Introduction, Career Goals, and Objectives

Internship Overview: Describe your internship organization, your position, and the duties
required in your training agreement. Make sure to include your supervisor’s name and contact
information.

Career Exploration and Goals: Go to O*Net (http://www.onetonline.org/) and find your

desired job (or a job in the closest related job family, if it is not listed) after college. If you still
haven’t decided on a particular job or career, visit the Psychology Careers page provided by
Career Services to find a job you’d be most interested in
(http://www.niu.edu/careerservices/weblinks/majors/psychology.shtml).

After visiting O*Net, discuss the following in this section in narrative form:
• What is the job title and description?
• What are some key tasks for this job, AND how do your internship activities match
it?
• What are some key knowledge and skills for this job, AND how do you think your
internship activities are helping you develop these?

Learning Objectives and Overall Goal Statement: In our first group session, we discussed
how to develop your “RAW potential” to be the type of job applicant employers want. Create
one learning objective for your internship in each of the three “RAW” potential areas:
Rewarding to work with, Ability to do well, and Willingness to work hard. Thus, you should
have three objectives total, one in each area. Your objectives should be specific and realistic.
Also consider how you would like your internship to relate to your coursework: Will you be
applying existing skills, honing your skills, or developing new skills? How might this internship
help you move from college to career?

For each learning objective, you should address the following:

• What specifically would you like to KNOW or be able to DO by the end of your
internship in relation to demonstrating….
o Social/interpersonal skills (Rewarding to Work With)?
o Technical skills or expertise (Ability to Do the Job)?
o Work ethic and reliability (Willing to Work Hard)?
• After describing your objective, give TWO specific actions you will take to accomplish
these objectives. For example, what resources will you use, what meetings/training
sessions will you attend, how will you practice this skill?
• How will you (and/or others) know you’ve accomplished this objective? That is, how
will your success be measured?

After creating your learning objectives, combine elements from each objective into a statement
discussing your overall goals and your objectives, actions, and assessment methods. This
statement should give the “big picture” of what you hope to gain from this experience.
INTERNSHIP SUPERVISION RESOURCES 25

Assignment 2: Internship Experiences Work Diary

You will need to start keeping a log (work diary) of your internship activities after your first
week (this will exclude some of your initial training and orientation time). In order to maintain
confidentiality of your coworkers and clients, please make sure not to use anyone’s actual name
and use abbreviations only (e.g., my supervisor, “JC”). After the end of each workweek, provide
a professional narrative that discusses the following:

• Coursework Application: What knowledge and skills from your coursework were you
able to use this week? Please be specific (e.g., mention the specific class, use appropriate
terminology and names of psychological principles/concepts).
• New Knowledge/Skill Development: What new knowledge and skills beyond your
coursework did you develop this week?
• Insight into Personal Preferences: Was there a particular incident (or set of experiences)
that yielded insight into your personal preferences or contributed to your personal growth
and development (e.g., clarification or changes in values, motives, or attitudes toward
something)?
• Insight into Work/Career Field: Was there a particular incident (or set of experiences)
that yielded more insight into this type of work or career field?
• Identification of Weakness for Improvement: Did your supervisor or other coworkers
help you identify a particular weakness or area of improvement? Please be specific and
identify how you will seek to overcome this weakness in the future (i.e., action steps).
• Identification of Key Strength: Did your supervisors or other coworkers help you identify
a particular strength of yours in the workplace that you can “sell” on your résumé?

You will probably not be able to comment on ALL of these reflections in a given week.
However, it is expected that you will be able to address all of these questions at least twice over
the course of the semester. See the brief example work diary entries below (you will provide
slightly more detailed reflections).

Week 2 (9/2/13 to 9/6/13)

Coursework Application: I was able to apply my research skills from NIU coursework to my
internship this week. My supervisor asked me to find out if there was any research on a
cognitive behavioral therapy with kids. I was able to easily do this for her because I learned how
to find academic journal articles and interpret study findings in my Research Methods (PSYC
305) course.

Insight into Personal Preferences: This week I realized that meeting and spending time with
children is quickly becoming my favorite part of this internship. Before, I did not think I would
like to work with kids. I also thought their stories would be too difficult to hear and that I would
not be strong enough to work with them. After meeting several children and talking to their
families, I quickly realized that this is the group I am meant to be working with and I am
passionate about this type of work.
INTERNSHIP SUPERVISION RESOURCES 26

Assignment 3: Self-Exploration and Marketing Yourself

The purpose of this activity is to help you think more about your work identity and about how
you present yourself to others on the job market. This is often called creating a “personal brand”
(see below)

Your personal brand is more than just the brand statement you use as your elevator pitch
when you introduce yourself in real-life encounters or to market yourself in your paper
and online career marketing communications (resume, bio, LinkedIn profile, website,
etc.).

Your brand is your reputation – the perception of you held by the external world. It is the
combination of personal attributes, values, drivers, strengths, and passions you draw
from that differentiates your unique promise of value from your peers, and helps those
assessing you to determine if they should hire you or do business with you. (Guiseppi,
n.d., “10-Step Personal Branding Worksheet,” para. 1-2)

Brand Activity: Using this worksheet, answer the following questions about your personal
brand. Make sure to answer these questions in the form of a coherent narrative (rather than just a
list of answers). Think about each of these questions in relation to your broader career goals.

1. What are your vision and purpose for your career?

2. What are your career values?
3. What are you career-related passions?
4. What are your top career goals for the next year, 2 years, and 5 years?
5. What are your top career-related brand attributes? What three or four adjectives best
describe the value you offer to organizations?
6. What are your core job-related strengths and skills?
7. What is your professional reputation?
8. What are your job-related strengths, weakness, opportunities, and threats?
9. Who is your target audience (where would you like to work)?
10. What differentiates you from other psychology majors?
INTERNSHIP SUPERVISION RESOURCES 27

Brand Artifacts: After completing the above activity, create or revise three products in relation
to your brand. Put them in your portfolio based on whether you are applying to graduate school
or going straight into employment after graduation. Visit Career Services to get feedback on
your brand artifacts.

Below, we have provided instructional links and example for creating each of the required
products.

1. CV (Grad School) OR Résumé (Employment)

http://www.psychologytoday.com/blog/career-minded/200806/writing-your-ciriculum-
vitae
http://www.psychologytoday.com/blog/fulfillment-any-age/201110/writing-the-perfect-
resume-5-step-guide
http://www.psychologytoday.com/blog/career-transitions/201110/writing-effective-cvs-
and-resumes
2. Personal Statement (Graduate School) OR Job Cover Letter (Employment)
http://www.psychologytoday.com/blog/career-transitions/201104/writing-the-dreaded-
cover-letter
http://psych.iupui.edu/sites/default/files/guidetowritingapersonalstatement_1.pdf
3. Online Presence (LinkedIn profile) or Professional Website
http://www.linkedin-makeover.com/linkedin-profile-samples/
http://www.forbes.com/sites/lisaquast/2013/11/04/job-seekers-polish-your-linkedin-
profile/ [and click on “continue to site.”
INTERNSHIP SUPERVISION RESOURCES 28

Assignment 4: Informational Interviewing and Networking

The purpose of this activity is to help you learn more about your career field through
informational interviewing (see Career Services Handout at
http://www.niu.edu/careerservices/jobtools/handouts/Information%20Interview.pdf), as well as
building your career network.

You will need to conduct informational interviews with at least three individuals in your
potential field. These interviews may also include people who are in advanced training for a
given occupation. For example, if you are planning on going to graduate school, you may want
one of these people to be a graduate student in a particular program you are interested in.

Make sure to take good notes on your contacts’ answers to the informational interview. After
interviewing all three people, write a narrative that summarizes what you’ve learned about the
following questions from each of your contacts (be sure to use initials instead of full names for
anonymity):

• What is a typical work day like? Do the duties change at any time (each week, month,
season)?

• How did you prepare for entry into this field? What specific training or degree did you
obtain?

• Where is the best place to get appropriate education, training, or experience?

• What are the opportunities for advancement within this field? This company?

• What rewards do you get from your work? What are the frustrations of your work?

See the brief excerpt below from a previous student to get an idea of how your narrative should
look:

************************************************************************************

Information Interview 1 (School Psychologist): I spoke with KZ regarding her career as a school
psychologist. In a typical work day, KZ spends the majority of her time in meetings. In fact that
is one of the frustrating aspects of school psychology, in her opinion. The budget is constantly
being cut which makes it difficult to do more for the children with less funding, supplies and
manpower available and has become the main topic of most of the meetings. KZ is spread
between three different buildings; traveling between them is a large part of her typical day. KZ
does appreciate the independence of her position and in contrast of the more mundane aspects of
school psychology, she’s often excited to assess a child, giving her all to help a student in need.
As a psychologist within a co-op there is a lead psychologist above the other psychologists,
however the only other opportunity for advancement would be in a regional position. KZ “kinda
INTERNSHIP SUPERVISION RESOURCES 29

feels stuck” in her position but qualifies her statement by revealing she loves her career and
would not care to be too far up the administrative hierarchy because that would remove her from
student interaction. KZ noted that seeing a kid become successful due to her making the right
decision or finding the appropriate level of support a child needs is the most rewarding aspect of
being a psychologist. KZ confirmed several ideas I had about school psychology. I know that I
am meant to work with children and adolescents and I cannot think of a better way than by
helping students with their educational needs. I look forward to the day when it is my turn and
plan to keep in touch with KZ as I finish my college career.
INTERNSHIP SUPERVISION RESOURCES 30

Assignment 5: Final Internship Reflections and Career Planning

Final Internship Reflections: In this section, please reflect on your internship, making sure to
address each of the following questions (in narrative form):
• Reflect on your initial learning objectives and steps you took to meet them in your
internship. How well did you accomplish each objective?
• What supportive factors or barriers did you have to accomplishing your objectives?
• What skills and knowledge (beyond your objectives) did you develop in your internship?
• What skills and knowledge from your classes or activities at this university were you able
to use in the internship?
• What about your internship did you like the most? If you could change something about
your experience, what would it be?
• What key insights about yourself can you take away from this internship portfolio?
• Reflect on your initial thoughts about your career and what you have learned over the
course of the semester. Were there any significant changes?
• How has this experience affected your academic and/or career plans?

Career Action Planning: In this section, please provide information on how you will continue
your career development after this semester, making sure to address the following questions (in
narrative form):
• What are some remaining knowledge and skills that you think you need to develop to get
ready for your career?
• Are there any additional training or educational requirements that you found you will
need to best prepare for your career?
• What specific steps will you take to seek out opportunities for future growth and
development? Be specific about these opportunities (potential coursework, degrees,
research or other applied work experiences, certification, etc.) and your timeline for
completing them.
INTERNSHIP SUPERVISION RESOURCES 31

Assignment 6: Internship Presentation

You will develop a 5-10 minute presentation via PowerPoint showcasing your internship site,
experience, and accomplishments.

This is a very short time, so make sure to practice your talk and keep your slides simple (only six
slides needed). You should include the following:
• Slide 1: Title slide
• Slide 2: Internship site overview-Organizational mission, area/subspecialization of
psychology, your responsibilities
• Slide 3: References to psychological course work that relate to internship activities
• Slide 4: Your learning goals/outcomes
• Slide 5: Specific experiences that allowed you to acquire NEW marketable
psychology-related career skills beyond your coursework.
• Slide 6: How internship impacts your future career path in psychology

Marketable psychology-related career skills may include, but are not limited to:
• Public speaking
• Communication
• Writing
• Research
• Statistical
• Data entry/management
• Data presentation
• Teamwork/collaboration
• Critical thinking
• Decision-making
• Leadership
• Organizational
• Etc.
INTERNSHIP SUPERVISION RESOURCES 32

Appendix B: Other Resources to Support Learning Activities

Student Resources for Navigating the Psychology Internship Experience

Hettich, P. (2012). Internships! Eye on Psi Chi, 16(4). Retrieved from

http://www.psichi.org/?page=164EyeSum12eHettich&hh
Hettich, P. (2010). How to “ace” your freshman year in the workplace with C’s: Culture,
competence, and consequences. Eye on Psi Chi, 14(3). Retrieved from
http://www.psichi.org/?page=143EyeSpr10dHettich&hh
Landrum, R. E. (2002). Maximizing undergraduate opportunities: The value of research and
other experiences. Eye on Psi Chi, 6(2). Retrieved from
http://www.psichi.org/?page=062EyeWin02bLandrum&hh
Norcross, J. C., & Cannon, J. T. (2008). You’re writing your own letter of recommendation. Eye
on Psi Chi, 13(1). Retrieved from
http://www.psichi.org/?page=131EyeFall08bNorcros&hh
Society for Industrial and Organizational Psychology. (2014). I-O internships. Retrieved from
http://www.siop.org/IOInternships/TOC.aspx
Walter, T. J. (2007). The undergraduate psychology internship: Benefits, selection, and making
the most of your experience. Eye on Psi Chi, 11(3). Retrieved from
http://www.psichi.org/?page=113EyeSpr07cWalter&hh
Yancy, G. B., Clarkson, C. P., Baxa, J. D., & Clarkson, R. N., (2003). Examples of good and bad
interpersonal skills at work. Eye on Psi Chi, 7. Retrieved from
https://www.psichi.org/?073EyeSpring03dYance
INTERNSHIP SUPERVISION RESOURCES 33

Student Resources for Career Preparation (General)

Aubrecht, L. (2001). What can you do with a BA in psychology? Eye On Psi Chi, 5(2). Retrieved
from http://www.psichi.org/?page=052EyeWin01eAubrecht

Brooks , K. (2011, October 9). Writing effective CV’s and resumes [Web log post]. Retrieved
from http://www.psychologytoday.com/blog/career-transitions/201110/writing-effective-
cvs-and-resumes

Brooks , K. (2011, April 6). Writing the dreaded cover letter [Web log post]. Retrieved from
http://www.psychologytoday.com/blog/career-transitions/201104/writing-the-dreaded-
cover-letter

Landrum, R. E. (2009). Finding jobs with a psychology bachelor’s degree: Expert advice for
launching your career. Washington, DC: American Psychological Association.

Karlin, N. J. (2000). Creating an effective conference presentation. Eye on Psi Chi, 4(2).
Retrieved from http://www.psichi.org/?page=042EyeWin00cKarlin

Sleigh, M. J., & Ritzer, D. R. (2007). Undergraduate research experience: Preparation for the job
market. Eye on Psi Chi. 11(3). Retrieved from
http://www.psichi.org/?page=113EyeSpr07dSleigh&hh

Whitbourne, S. K. (2011, October 12). Writing the perfect resume: A 5 step guide [Web log
post]. Retrieved from http://www.psychologytoday.com/blog/fulfillment-any-
age/201110/writing-the-perfect-resume-5-step-guide

Zeigler, D. E., & Orchowski, L. M. (2010). Psychology major! What are you going to do with it?
Strategies for maximizing your degree. Eye on Psi Chi, 14(3). Retrieved from
http://www.psichi.org/?page=143EyeSpr10cZeigler&hh
INTERNSHIP SUPERVISION RESOURCES 34

Student Resources for Career Preparation (Graduate School)

Anthenien, A. M. (2012). Building relationships with professors: A roadmap to obtaining strong

letters of recommendation. Eye on Psi Chi, 16(4). Retrieved from
http://www.psichi.org/?page=164EyeSum12aAnthenie&hh

Appleby, D. (2003). What does your transcript say about you, and what can you do if it says
things you don’t like? Eye on Psi Chi, 7(2). Retrieved from
http://www.psichi.org/?072EyeWin03cAppleby

Appleby, D. C., & Appleby K. M. (2007) How to avoid the kisses of death in the graduate school
application process. Eye On Psi Chi, 11(3). Retrieved from
http://www.psichi.org/?page=113EyeSpr07aAppleby&hh

Arnold, K. L., & Horrigan, K. L. (2002) Gaining admission into the graduate program of your
choice. Eye on Psi Chi, 7(1). Retrieved from
http://www.psichi.org/?page=071EyeFall02eArnold&hh

Buskist, W. (2001) Seven tips for preparing a successful application to graduate school in
psychology. Eye on Psi Chi, 5(3). Retrieved from
http://www.psichi.org/?page=053EyeSpring01eBuski

Harden, M. (2008, June 12). Writing your curriculum vitae [Web log post]. Retrieved from
http://www.psychologytoday.com/blog/career-minded/200806/writing-your-ciriculum-
vitae

Indiana University-Purdue University Indianapolis Psychology Advising. (n.d.). Guide to writing

a personal statement. Retrieved from
http://psych.iupui.edu/sites/default/files/guidetowritingapersonalstatement_1.pdf

Landrum, R. E. (2005). The curriculum vita: A student’s guide to preparation. Eye on Psi Chi,
9(2). Retrieved from http://www.psichi.org/?092EyeWin05dLandrum

Landrum, R. E. (2004) New odds for graduate admissions in psychology. Eye on Psi Chi, 8(3).
Retrieved from http://www.psichi.org/?page=083EyeSpringcLandrum

Norcross, J. C. (1997). GREs and GPAs: The numbers game in graduate admissions. Eye on Psi
Chi, 1(2). Retrieved from http://www.psichi.org/?page=012EyeWin97aNorcross

Norcross, J. C. (1997) How much and when? Application fees and deadlines for graduate
psychology programs. Eye on Psi Chi, 2(1). Retrieved from
http://www.psichi.org/?page=021EyeFall97aNorcros

Palladino, J. J., Handelsman, M. M. (2002) Letters of recommendation: A guide for students and
professors. Eye Psi Chi, 6(2). Retrieved from
http://www.psichi.org/?page=062EyeWin02jHandelsm
INTERNSHIP SUPERVISION RESOURCES 35

Rewey, K. (2000). Getting a good letter of recommendation. Eye on Psi Chi, 5(1). Retrieved
from http://www.psichi.org/?page=051EyeFall00dRewey

Walfish, S. (2004). An eye-opening experience: Taking an online practice graduate record

examination. Eye on Psi Chi, 8(2). Retrieved from
http://www.psichi.org/?page=082EyeWin04cWalfish
INTERNSHIP SUPERVISION RESOURCES 36

Faculty Resources for Supervising Internships – The following is a selection of books and
articles geared toward faculty members who supervise interns.

Alpay, E., & Walsh, E. (2008). A skills perception inventory for evaluating postgraduate
transferable skills development. Assessment & Evaluation in Higher Education, 33, 581–
598. http://dx.doi.org/10.1080/02602930701772804

Brooks, L., Cornelius, A., Greenfield, E., & Joseph, R. (1995). The relation of career-related
work or internship experiences to the career development of college seniors. Journal of
Vocational Behavior, 46, 332–349. http://dx.doi.org/10.1006/jvbe.1995.1024

Beard, D. F. (2007). Assessment of internship experiences and accounting core

competencies. Accounting Education: An International Journal, 16, 207–220.
http://dx.doi.org/10.1080/09639280701234625

Blanton, P. G. (2001). A model for supervising undergraduate internships. Teaching of

Psychology, 28, 217–219. http://dx.doi.org/10.1207/S15328023TOP2803_08

Fernald, C. D., Tedeschi, R. G., Siegfried, W. G., Gilmore, D. C., Grimsley, D. L., & Chipley, B.
(1982). Designing and managing an undergraduate practicum course in
psychology. Teaching of Psychology, 9, 155–160.
http://dx.doi.org/10.1207/s15328023top0903_6

Frontczak, N. T. (1998). A paradigm for the selection, use and development of experiential
learning activities in marketing education. Marketing Education Review, 8(3), 25–33.
Retrieved from http://library.ilsworld.com/papers/pdfs/Frontcza1998-%28Fall%29.pdf

Gault, J., Redington, J., & Schlager, T. (2000). Undergraduate business internships and career
success: Are they related? Journal of Marketing Education, 22, 45–53.
http://dx.doi.org/10.1177/0273475300221006

Green, B. P., Graybeal, P., & Madison, R. L. (2011). An exploratory study of the effect of
professional internships on students’ perception of the importance of employment
traits. Journal of Education for Business, 86, 100–110.
http://dx.doi.org/10.1080/08832323.2010.480992
Hays-Thomas, R., & Kass, S. J. (2003). Integrating classroom knowledge and application: The
industrial/organizational psychology internship presentation. Teaching of Psychology, 30,
69–70. http://dx.doi.org/10.1207/S15328023TOP3001_11

Kisamore, J. L., & Alexander, E. (2008). Using an internship opportunity to expand awareness of
industrial/organizational psychology. Retrieved from
http://files.eric.ed.gov/fulltext/ED503736.pdf
Kiser, P.M. (2011). The human services internship: Getting the most from your experience
(practicum/internship) (3rd ed.). Belmont, CA: Cengage Learning
INTERNSHIP SUPERVISION RESOURCES 37

Landrum, R. E., (2010) Skills for the undergraduate psychology majors: Because you need it, do
we measure it? Eye on Psi Chi, 14(3). Retrieved from
http://www.psichi.org/?page=143EyeSpr10bLandrum&hh

Shoenfelt, E. L., Kottke, J. L., & Stone, N. J. (2012). Master’s and undergraduate
industrial/organizational internships: Data-based recommendations for successful
experiences. Teaching of Psychology, 39, 100–106.
http://dx.doi.org/10.1177/0098628312437724

Shoenfelt, E. L., Stone, N. J., & Kottke, J. L. (2013). Internships: An established mechanism for
increasing employability. Industrial and Organizational Psychology, 6, 24–27.
http://dx.doi.org/10.1111/iops.12004

Simons, L., Fehr, L., Blank, N., Connell, H., Georganas, D., Fernandez, D., & Peterson, V.
(2012). Lessons learned from experiential learning: What do students learn from a
practicum/internship? International Journal of Teaching and Learning in Higher
Education, 24, 325–334. Retrieved from http://eric.ed.gov/?id=EJ1000685

Vande Creek, L. & Thompson, G. (1977). Management of undergraduate psychology

internships. Teaching of Psychology, 4, 177–180.
http://dx.doi.org/10.1207/s15328023top0404_4

VandeCreek, L., & Fleischer, M. (1984). The role of practicum in the undergraduate psychology
curriculum. Teaching of Psychology, 11, 9–14.
http://dx.doi.org/10.1207/s15328023top1101_2

Wayment, H. A., & Dickson, K. L. (2008). Increasing student participation in undergraduate

research benefits students, faculty, and department. Teaching of Psychology, 35, 194–
197. http://dx.doi.org/10.1080/00986280802189213

Yancey, G. B. (2011). Undergraduate internships for psychology majors. In R. L. Miller, E.

Amsel, B. M. Kowalewski, B. C. Beins, K. D. Keith, & B. F. Peden (Eds.), Promoting
student engagement: Volume 1: Programs, techniques and opportunities (pp. 46–56).
Retrieved from http://teachpsych.org/Resources/Documents/ebooks/pse2011vol1.pdf
INTERNSHIP SUPERVISION RESOURCES 38

Faculty Resources for Evaluating Internships – The following selection includes examples of
various internship evaluations

Alpay, E., & Walsh, E. (2008). A skills perception inventory for evaluating postgraduate
transferable skills development. Assessment & Evaluation in Higher Education, 33, 581-
598. http://dx.doi.org/10.1080/02602930701772804

Beard, D. F. (2007). Assessment of internship experiences and accounting core

competencies. Accounting Education: An International Journal, 16, 207-220.
http://dx.doi.org/10.1080/09639280701234625
Indiana University Purdue University Indianapolis Department of Psychology (2013, Spring).
B421 Internship for psychology basic syllabus. Retrieved from
http://psych.iupui.edu/sites/default/files/2012_syllabus_psychology_internship.pdf

Mansfield University Department of Psychology. (2012, February). Internship guide: A manual

for students hoping to obtain and complete an internship. Retrieved from
http://www.mansfield.edu/psychology/upload/Psychology-Internship-Manual-02-25-12-
DraftMur.pdf

Shoenfelt, E. L., Kottke, J. L., & Stone, N. J. (2012). Master’s and undergraduate
industrial/organizational internships: Data-based recommendations for successful
experiences. Teaching of Psychology, 39, 100–106.
http://dx.doi.org/10.1177/0098628312437724

University of Nebraska-Lincoln Psychology Advising and Resource Center. (n.d.). Internship

packet. Retrieved from http://psychology.unl.edu/documents/internship_packet.pdf
INTERNSHIP SUPERVISION RESOURCES 39

Appendix C: RAW Potential Assessment

Instructions: The following lists contain behaviors that students may engage in during their time in college that are
important for professional development. Course instructors often write letters of recommendation for students based
on both in-class and outside-of-class behaviors that are listed below. Thus, future employers often make evaluations
of students based on whether they think students (a) are rewarding to work with, (b) have the ability to do well, and
(c) are willing to work hard. Please read each behavior carefully and reflect on whether you have engaged in that
behavior (“yes”) or not (“no”) during your time here in college, or if you are unsure. The goal of this self-
assessment is developmental, so please answer each question as honestly as possible. Many students do not engage
in all these behaviors (or even a majority of these behaviors) and may not even know that some behaviors are
considered by faculty members when they write letters of recommendation. As such, you should view this
assessment as a developmental tool to help you with your future courses, rather than as an evaluation.

Rewarding to Work With: The behaviors listed below are related to interpersonal interactions with
the instructor during class and outside class.

In-Class Behaviors No Unsure Yes

1. I regularly participate in class discussions with thoughtful comments.
2. I regularly ask meaningful questions during class about the topic material.
3. I make positive comments to the instructor such as “I enjoyed your lecture” or
“this assignment was very helpful for me to understand the material.”
4. I express positive nonverbal reactions in my class toward the instructor, such
as smiling, making eye contact, or nodding in agreement.
5. I engage in course-relevant discussion (sharing current events, humor, etc.)
with my instructor before or after class to build a good relationship with
him/her.
6. I address my professor formally in person or over email as “professor” or
“Dr.” (if he/she has not stated a different preference).
7. I treat teaching assistants (who report to my instructor) with the same respect
and professionalism as my instructor.
8. When other students make comments, I try to build on what they are saying to
promote class discussion.
9. I show a good attitude toward working on group projects (avoid complaining,
treat other students respectfully).
Out-of-Class Behaviors No Unsure Yes
10. I visit the instructor’s office hours to discuss the course material rather than
just grades/exams.
11. I visit the instructor’s office hours early in the semester or throughout the
semester rather than just during the last week or two of class.
12. I greet my instructor when we meet on campus/outside of the classroom.
13. When talking with my instructor, I do not divulge information about myself
that is too personal or inappropriate in a work setting
14. I thank the instructor for feedback on my tests or papers.
15. I provide sufficient information in my emails to instructors to help them
identify me and my course (my name, course name and number, specific
assignment or exam details).
16. I contact my instructors well in advance over email regarding assignments or
appointments to give them enough time to respond (i.e., more than 24-48 hrs
during the school week).
17. I reserve discussions about grades to private office hour visits.
18. I avoid complaining to my classmates or other faculty members about
instructors.
19. I try to build good relationships with instructors outside of class for potential
letters of recommendation.
20. I talk to instructors outside of class about my career plans.
INTERNSHIP SUPERVISION RESOURCES 40

Ability to Do Well: The behaviors listed below are related to how you demonstrate, develop, and
communicate your knowledge and skills that are important for obtaining employment.

Knowledge and Skill Demonstration No Unsure Yes

1. I keep my overall GPA above 3.0.
2. I keep my psychology major GPA above 3.0.
3. I have completed certifications or examinations needed to apply for jobs or
internships in my field of study and/or graduate school (e.g., Graduate Record
Exam).
Knowledge and Skill Development No Unsure Yes
4. I pick courses based on content that will help develop knowledge or skills
relevant to my future career rather than convenience.
5. I pick courses that will challenge me to learn new things rather than ones I
hear are easy.
6. I put more emphasis on developing my knowledge and skills when taking
courses rather than completing credits or finishing my degree.
7. I participate in student organizations that will help me develop knowledge and
skills needed for a career in psychology.
8. I participate in research laboratories (or independent study in research) to help
me develop knowledge and skills needed for graduate school and a career in
psychology.
9. I participate in internship opportunities that will help me develop knowledge
and skills needed for a career in psychology.
10. I visit my university’s Career Services office to learn more about myself
(career preferences, strengths, and weakness) so that I can make informed
choices about my coursework and major.
11. I visit my university’s Career Services to learn more about how to locate and
apply to internships suitable for my major.
12. I discuss career options and graduate school with a psychology major advisor
to help plan coursework and receive recommendations about other learning
opportunities on campus (student organizations, research assistantships,
internships).
13. I contact professors or graduate students in areas of psychology that interest
me most to learn more about what knowledge and skills I need to pursue that
career path.

Knowledge and Skill Communication No Unsure Yes

14. I have created a résumé to convey my knowledge and skills to future
employers, instructors (to work in a research laboratory), or internship site
supervisors.
15. I have had a professional review my résumé and provide me with feedback
(e.g., someone in my university’s Career Services office).
16. I have visited my university’s Career Services to learn more about how to
convey my knowledge and skills to others in an interview setting.
17. I have visited my university’s Career Services to learn more about how to
convey my knowledge and skills to others in a cover letter.
INTERNSHIP SUPERVISION RESOURCES 41

Willingness to Work Hard: The behaviors listed below are related to how you demonstrate
behaviors that are important to employers in the areas of reliability/work ethic and drive/ambition.

In-Class Behaviors No Unsure Yes

1. I arrive on time for class.
2. I avoid leaving class early.
3. I attend all class sessions (or miss less than two sessions per semester).
4. I take detailed notes in class.
5. I come to class prepared by reading the material assigned for that day.
6. I sit near the front of the classroom to focus on the lectures.
7. When working on group activities, I stay focused on the task and keep
irrelevant discussion to a minimum.
8. I avoid activities that convey inattention to the instructor (e.g., sleeping,
talking, passing notes, using electronic devices for non-class activities).
9. I bring in outside material relevant to lecture topics to discuss in class.
10. I ask the instructor about suggested or optional readings in courses to learn
more about the material beyond lecture.
11. I ask the instructor about additional projects or experiences I can pursue to
learn more about the topics covered in class.
Assignments No Unsure Yes
12. I carefully review and follow assignment instructions before turning them in.
13. I complete my course assignments on time or early.
14. I read assignment instructions well in advance of the due date to ensure I
understand the instructions.
15. I proofread all of my assignments to check for grammar issues.
16. I carefully review assignment deadlines and keep a reminder of these dates
somewhere where I will frequently see them (class binder, calendar, etc.).
17. Before turning in assignments, I check my writing to make sure I have used
my own words or have properly cited work to avoid plagiarism

Accountability/Poise No Unsure Yes

18. I review the syllabus guidelines or assignment information before contacting
my instructor with questions.
19. I take responsibility for late work and avoid negotiating course policies or
grades.
20. I notify the instructor if I am going to miss class for planned events and make
arrangements to complete work early or get make-up materials.
21. I take responsibility for unexpected missed classes and find out ways to catch
up on my own rather than rely on the instructor.
22. If I miss class or assignment deadlines, I avoid making excuses or providing
overly detailed information.
23. I avoid asking the instructor for extra credit if it is not mentioned in the
syllabus or offered to the entire class.
24. If I receive a grade lower than I expected, I ask the instructor about
improvement feedback rather than argue about my grade or assigned points
25. When I do poorly on an exam or assignment, I ask what I can do differently to
improve my grades next time.
26. I consistently work hard in all of my classes, not just the courses with
instructors or content I like.