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At some companies, interns are automatically assigned what is known as “grunt work.” These are boring, laborious and typically undesirable tasks. Jenkins argues that internships should be used for “real on-the-job training, not just ‘go-fering’ or providing cheap manual labor.”

He notes that apprenticeships at Jobsite run for at least a season, from September to July. The apprentices work in a specific area (producing, scenic, stage management, acting) and are assigned a mentor. Starting pay is $15 per hour.

“Due to the size of our company and nature of our business, we can’t guarantee future employment,” he said. “However, we have certainly advanced many to regular work.”

Although they still call their programs internships, others who responded to the survey also described their programs as much more than “go-fering” exercises.

“[We let] them work in a variety of areas and take ownership of a project,” said Sandra “Sam” Hahn (she/her), technical producer for Cumberland County Playhouse in Tennessee. “Our production interns are given assignments as designers for a children’s show.”

Like many others, Ginger Poole (she/ her), producing artistic director at Mill Mountain Theatre in Roanoke, VA, and SETC secretary, believes that theatre internships going forward need to offer “competitive pay, full travel, housing at no cost, and true work experience – not grunt work.”

Lyn Dickinson (she/her), executive director of Theater Delta, based in North Carolina’s Triangle area, which develops interactive theatre for social change, also says internships must be focused on meaningful work.

“It is important for students/interns to understand the value their work contributes to the program as a whole, not just for this task, for this week,” Dickinson said. “If a theatre program is to be inspiring for its audiences and community, it must inspire all who contribute to its success. Additionally, learning firsthand to appreciate teamwork and humility can foster excellent leadership among interns as they move forward in their careers.”

Mentorship and networking

They say it’s not what you know, but who you know. A good internship does more than simply provide work; it also builds a valuable network for young professionals entering the workforce. Whether it is providing a single, richly invested mentor or the opportunity to mingle in various roles and departments, the early relationships formed while an intern can enhance your career.

An internship, Berman said, should provide opportunities to “grow a professional network, observe and work with professionals … Q&A with local professionals … learn industry best practices, meet other emerging professionals and collaborate with them, partner with a mentor to identify internship goals, and receive feedback during one-on-one check-ins and overall support.”

It is vital to have a “well-trained, experienced staff member with a very positive attitude about the program and adequate time to coordinate and supervise the intern program,” said Denny Hitchcock

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(he/him), executive producer at Circa ‘21 Dinner Playhouse in Rock Island, IL.“I will not accept an intern if I don’t believe the person supervising will have the qualities and experience I’ve mentioned.”

In addition to what is learned formally on the job, staff mixers and coffee dates offer a valuable opportunity for interns to learn about the “big picture” of how a company functions as well as learn what positions might be of interest in the future.

Opening more doors

So, what is the value of internships when it comes time to look for a fulltime job? When interviewing applicants for staff positions, 86.5% of responding companies said they consider internship experience as “somewhat important” to “very important.” The strongest response to Southern Theatre ’s survey came when companies were asked if they have hired individuals who previously interned with their organization. An overwhelming 92% of responding companies said yes.

So, there is no question internships ultimately lead to jobs. The question is how internships can become more inclusive. Like many in the field, Mandi Broadfoot (she/her), managing director of Making Light Productions in Tallahassee, FL, envisions internships opening the door for a more diverse array of students to explore how they might fit into the workings of a theatre.

“I hope the future of internships will be using them to create more gateways for entrance to the field,” said Broadfoot. “To allow more voices to be heard, and to pave the way for employment to creative artists who might not have had the opportunity to follow a traditional path into the theatre profession.” n

Stefanie Maiya Lehmann (she/ her) is the Lincoln Center’s associate general manager of performance and campus operations in New York City and a member of the Southern Theatre Editorial Board.