Poised to become a 10 trillion-dollar industry, construction will require a well-trained labor force. The industry has undergone rapid change in the last decade, innovating in technology, building materials and safety. These innovation leaps have resulted in a need for professionals who are technologically savvy and skilled in project management, collaboration, communication and leadership.
Fortunately, there is an increase in construction management programs that provide a comprehensive educational understanding of construction management skills, some with specialized areas. There are more than 150 of these programs in every degree level. However, the transfer of knowledge is read about and learned. In fields like construction, there is a better way to prepare people to be successful in the industry.
The Promise of Internships
Internships allow students to extend their classroom learning into the field. The internship experience allows students to put what they are learning in the classroom into practice. The move from discourse to action is key in the internship model. For instance, students can apply their technical knowledge at their internship site and see how it works—or doesn’t work.
One of the most important features of an internship is the socialization that occurs in the process. Generational differences among millennials, Generation Z and older generations are well documented in business literature. Supervisors and managers lament the soft skills they feel are lacking in younger generations. Internships address this in an organic way of socializing students to help them understand the many unwritten rules at a construction site that can’t be found in the pages of a book or manual. Ultimately, this is how their professional identities begin to form.
Many construction management programs are considering incorporating mandatory internships. Similarly, companies recognize the power of internships and have created in-house programs. A main benefit of these programs to companies is the ability to use this period to train students and to see whether they are a good fit for future employment. A field liaison at the University of Southern California says: “We tell students their internship is an audition for a possible job. Most companies that have internships are open to hiring.” Another benefit is that internships diversify their work pool. Finally, companies tap into a labor pool that will thoughtfully participate in the work and projects they are doing.
The Internship Model
Internships may fit into a quarter or a semester (10 to 15 weeks) or be summer-based (8 to 10 weeks). Usually, students are required to be at their internship anywhere from 16 to 24 hours a week. This gives companies the ability to have interns participate in substantial work at the same time that students are exposed to industries in a genuine way, and not in the periphery. The amount of time also allows for students to build networks and relationships at the site. Some internships even offer a modest stipend.
Successful programs provide a point person for the intern to model, debrief with and go to with questions. Some educational programs have hired staff to be a liaison between the program and someone at the jobsite. Optimally, the person at the jobsite would become a mentor, or even champion, guiding them in the work and socializing them into the environment. This person is invaluable in the transfer of knowledge and guidance they provide.
Interns participate in meaningful activities that help advance their education and experience. For instance, one construction career website describes possible internship activities as:
- using construction management software;
- assisting with project management duties;
- coordinating subcontractors; and
- other specialized activities.
Companies should remember that internships are learning environments, so thoughtfulness in demonstrating new skills, making sure that students understand jargon and process, and reflective practices create strong, positive experiences.
Beyond Internships
There is ample evidence that internships are successful in getting people ready to work in construction management, but they are not the only way. For instance, companies who may not want to invest in an extensive internship program can implement other types of programs. For example, DPR partnered with Arizona State University’s Student Entrepreneur Initiative. One group developed mobile maternity clinics, repurposing shipping containers that could be sent to Africa. DPR helped develop the building of the clinics.
Apprenticeship programs also engage people into the industry and capture youth who chose not to go into formal educational institutions. Generation Z would rather gain hands-on experience right out of high school. Associated Builders and Contractors offers apprenticeship programs and certificates. Apprenticeships tend to be more comprehensive than internships and require a lower level of previous knowledge or experience.
Conclusion
As construction management programs begin to make internships a mandatory, more companies can partner directly. Internships offer a way to take a deep dive. With more than 30,000 internship opportunities available on LinkedIn alone, this is a strong way to address labor needs in the construction industry.
