At the Bureau of Business and Economic Research (BBER), our work is accomplished with the assistance of students we hire as undergraduate research assistants (UGRAs). They are integral to nearly every project we do—helping with data collection, analysis, visualization, and report writing. In the process, they gain real-world experience, and we benefit from their energy, talent, and curiosity.
Even if your organization doesn’t rely on students to the same extent, many of the lessons we’ve learned can apply to anyone hiring or managing young professionals—whether they’re current undergrads or just new to the workforce.
Here are a few tips, drawn from our experience at the BBER, for making the most of that working relationship.
1. Hire for the skills that really matter.
Many students may not be strong interviewers. They can be nervous or have limited experience with professional interviews, so it’s important not to put too much weight on how they perform in a formal, face-to-face setting. Instead, think carefully about what skills are most essential for the role (in our case, it’s writing and being able to use Microsoft Excel) and focus on how to assess those effectively.
We do this by asking for a writing sample and having applicants complete a short Excel activity. We still care about the interview—it’s helpful for spotting red flags and gauging general enthusiasm—but we try not to base our decision solely on how well someone answers a few random questions.
2. Don’t skimp on training or onboarding.
For many students, this may be their first professional job—and while some employers might see that as a drawback, we’ve found it can actually be an advantage. Most students are eager, adaptable, and open to learning new skills.
To ensure our UGRAs learn the things they need to be successful at the BBER, we designed a set of modules that introduce them to the tools we use, the types of projects we take on, and our expectations for professionalism and quality. By the time they finish the modules, they have a solid foundation and can jump into projects with confidence.
3. Balance independence with oversight.
We involve our UGRAs in every part of the research process, from literature reviews and data analysis to chart creation and writing. But we also understand that some tasks require staff oversight. Our professional staff handle final report editing, quality control, and client communication to make sure the finished product meets our high professional standards. Finding the right balance between independence and supervision is key to maintaining both learning opportunities and professional quality.
4. Create space for exploration.
Every student has different strengths and interests. And it can be tempting to assign someone only the tasks where they’d excel, but growth happens when they get to try new things.
We make a point to rotate responsibilities so that everyone gains exposure to different aspects of the research process. You never know when a student will discover a new interest or skill that shapes their future career.
5. Make it fun.
Finally—and maybe most importantly—we strongly believe that work should be fun! Students can bring enthusiasm, creativity, and humor to the workplace, and we try to make sure there’s space for that. Whether it’s team lunches, celebrating project milestones, or allowing space for casual conversations, those moments strengthen our culture.
A workplace that’s enjoyable and supportive encourages students to take ownership of their work, ask questions, and do their best.
Final thoughts
Hiring and mentoring students takes time and intentionality, but it’s also one of the most rewarding parts of what we do. Students bring new perspectives and energy to our office, and in return, we get the satisfaction of helping them grow into confident, capable professionals.
If you’re thinking about hiring students or other young professionals, invest the time. The payoff—for both you and them—is well worth it.