A poor-performing intern has left this organisation questioning its use of student placements. How can HR ensure it is attracting the right work-experience candidates as well as addressing union concerns about using unpaid workers?

Our financial services firm last year allowed a work-experience student to come in for several months to get a full understanding of the business, as well as take on some work for the company. Although he was unpaid, he really became part of the team, and when his time with us ended, we had no hesitation in offering him a full-time job. He accepted and continues to do well.

After such a positive experience, we decided to take on another work experience student this summer, with the idea of instituting a regular programme and giving us a new source of talent. After putting the word out to relevant colleges and reviewing several CVs, we decided on a student with a background that resembled that of our former successful intern.