Experiential Learning & Internship Programs

Build an early-career pipeline without building the program yourself.

Internships and experiential learning programs are hard to staff, run, and turn into hires. Parker Dewey designs and manages the whole thing, from sourcing to structured feedback, and it produces candidates you can confidently hire.

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The problem

A good internship program is hard to run, and harder to turn into hires.

Standing up an internship program means sourcing enough qualified students, scoping work that's actually meaningful, handling payroll and compliance, and building enough structure to evaluate anyone at the end. Most lean teams can't absorb that. And plenty of programs that do run generate goodwill without generating pipelines.

Why year-round internships are a smart move (opens in a new tab)

How it Works See Example Projects

A fully managed program, designed to produce hires.

We built it so your team doesn’t have to.

Parker Dewey designs and runs the program end to end: program and project design, candidate sourcing across our network of 3,000+ schools, payroll and compliance as employer of record, structured feedback, and the guidance to shape the program toward hiring outcomes. Use it as a complete alternative to a traditional internship, or as a complement that extends the program you already run. The work happens through paid Micro-Internships where students do real work for your team and you get structured data on how they perform.

Running a program for social impact?

The same managed program can be built around community impact and access, giving students real paid experience while advancing your social and brand goals. Explore our social impact programs →
What’s Handled
- Program and project design
- Candidate sourcing from 3,000+ schools
- Payroll, compliance, and employer of record

Hire with more evidence, and spend less doing it.

Alison Keefe, Global Director of Emerging Talent at Smith+Nephew, had spent years recruiting through a small set of target schools. After posting a project on Parker Dewey, she ran a sales-pitch assignment with seven Micro-Interns, then invited five finalists to interview based on their actual work. She hired two from that first round, then returned for a second cohort and hired three more. Across both rounds, she cut her cost-per-hire by over 70%.

Alison KeefeGlobal Director of Emerging Talent at Smith+Nephew

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