Get Your S*** Together: The Intern-Maxxing Edition

Intern-maxxing — the unofficial sport of university where students race to collect as many internships as humanly possible before graduation — seems to be all the rage these days. Some may say students can forget about finding a job straight out of school if they’ve only got one or two internships under their belt. So it’s all about stacking them up and making sure their portfolios are chock full of prestigious company names, for a better shot at employment.

But is having more internships really the golden ticket to landing a job?

To find out, we consulted Kexin Yong, Vice President of the Asia Commodities Middle Office at J.P. Morgan Chase and certified career coach. With 18 years of experience in the banking industry and having mentored and managed individuals at work for over a decade, Kexin has seen firsthand what employers are really looking for — and whether the pressure to “intern-maxx” is actually worth it. Having spent years mentoring individuals at work, she began career coaching out of a desire to help people become better and happier versions of themselves through perspective shifts, guidance, and personal growth. 

Kexin notes that her views are drawn from her experience in banking operations and reflect her own personal perspective, and do not represent the views of her organisation. If you might be keen on a career consultation, she can be reached at ohmykexin@hotmail.com.

Are prior internships now an expectation among employers? If so, how many are they expected to have? 

“There isn’t a fixed expectation when it comes to internships, as it largely depends on the role, team dynamics, business priorities, and the hiring manager’s perspective.

Internships are not a strict requirement for undergraduates applying to full-time roles. However, they are often highly beneficial, particularly in competitive environments where many candidates may already have some form of internship experience. In such cases, internships can help candidates demonstrate practical exposure and better differentiate themselves.

From a hiring perspective, several factors may influence how important internship experience is:

Role requirements: For roles with higher complexity or technical demands, relevant internship experience can provide a useful foundation and shorten the learning curve.

Team composition: Hiring managers may consider the existing team structure. For example, if a team has more junior members, they may prefer candidates with prior experience to maintain balance. Conversely, if the team consists of experienced subject matter experts who are developing leadership capabilities, hiring less experienced candidates can create opportunities for mentoring and team development.

Business needs: In functions that closely support fast-paced environments — such as Operations teams working with Front Office in banking organisations —there may be a stronger preference for candidates with relevant exposure or product knowledge, as they can contribute more quickly.

Hiring manager preference: Ultimately, hiring managers weigh these factors differently and prioritise what they believe is most critical for the role at that point in time.

Overall, while internships are not mandatory, they can significantly strengthen a candidate’s profile and readiness for the role.

What do employers in Singapore typically look for in internship experience when hiring fresh grads? What defines a “high-quality” internship? 

“Hiring managers typically look for internship experience that demonstrates relevance to the role. This includes exposure to similar functions, product knowledge, or transferable skill sets that can add value from the outset. Beyond technical relevance, they also value evidence of adaptability, communication skills, and the ability to learn quickly in a professional environment.

In general, having multiple internships can be advantageous, as it broadens a candidate’s exposure and experience, and can provide a competitive edge. However, the value lies more in the quality and relevance of those experiences, rather than the number alone. If internships are too short, unrelated, or lack depth, they may not add as much value. Employers typically look for meaningful contributions, learning outcomes, and a clear narrative of growth across experiences.

Brand name or company prestige can carry some weight, particularly as an initial signal of credibility and exposure. Well-known organisations are often associated with structured training, strong governance, and high-performance environments, which can give hiring managers added confidence. That said, it is not the deciding factor. Employers ultimately place greater emphasis on the relevance of experience, the skills demonstrated, and the individual’s ability to contribute. A strong candidate from a lesser-known firm with meaningful, hands-on experience can be just as competitive — if not more so — than someone from a prestigious brand without clear impact.”

Would you recommend one substantial internship over several shorter ones? Why or why not?

“I would generally recommend one substantial internship over several shorter ones, as it allows for deeper learning, stronger ownership, and the opportunity to see projects through end-to-end. This often gives candidates more meaningful experiences to speak about.

That said, there is also value in multiple shorter internships if they offer diverse exposure and help candidates explore different roles or industries. Ultimately, the key is not the duration alone, but whether the experience demonstrates depth, relevance, and clear learning outcomes.”

At what point does having “too many” internships become a red flag, if at all?

“There isn’t a strict threshold where having ‘too many’ internships becomes a red flag. Internships are, by nature, short-term, so it is understandable for candidates to have multiple experiences. Where it may raise concerns is if those internships appear fragmented, lack depth, or do not show a clear progression or narrative.

For example, a candidate who has completed several short internships across unrelated functions — such as marketing, operations, and finance — with each lasting only a few weeks and limited ability to articulate their contributions or learning outcomes, may come across as lacking focus or depth.

Beyond the number of internships, employer feedback from these experiences is often more important. Positive feedback or strong references can provide meaningful insight into a candidate’s performance, work ethic, and ability to contribute in a professional setting.

Overall, employers tend to focus less on the number of internships, and more on whether the experiences show meaningful learning, relevance, and a clear sense of direction — reflecting how each experience contributes to a consistent and purposeful career trajectory.”

How can I make the most out of my internships?

“To make the most out of an internship, it’s important to approach it with both a learning mindset and a sense of ownership. Being a ‘good intern’ is less about doing everything, and more about being reliable, proactive, and open to feedback.

At a minimum, interns should focus on delivering well on their assigned tasks, demonstrating accountability, and building a reputation for being dependable. Beyond that, adding value can come from showing initiative. This could include asking thoughtful questions, volunteering for additional work when appropriate, or identifying opportunities for improvement.

Building meaningful relationships is also important. Rather than focusing on the number of interactions, it is more valuable to have purposeful conversations that lead to genuine understanding and learning. For example, a single well-engaged discussion with clear takeaways can be more impactful than multiple surface-level coffee chats. In closely connected industries such as banking, these impressions tend to travel over time, so strong relationships and positive feedback from internship supervisors can be particularly valuable.

Initiating projects is definitely valuable, but it should be done thoughtfully — ideally after building sufficient context and aligning with the manager’s priorities. Ultimately, the goal is to leave with strong learning outcomes, meaningful contributions, and positive feedback from the team.”

What specific skills should students aim to gain from their internships to make the best of the experience? During interviews, how can they best present these skills they’ve learned to employers?

“During an internship, students should aim to build both technical and transferable skills that are relevant to the role they are pursuing. On the technical side, this could include product knowledge, familiarity with tools and systems, and an understanding of how processes work within the organisation. Equally important are transferable skills such as communication, stakeholder management, problem-solving, and the ability to work in a team and adapt in a professional environment.

Beyond skills, understanding the “why” behind tasks — how their work fits into the broader team or business — can be particularly valuable and is often a key differentiator. During interviews, the key is to present these skills through specific examples rather than listing them. Candidates should focus on what they worked on, the actions they took, and the outcomes achieved, while clearly articulating what they learned. Structuring responses with clarity (for example, using a simple situation-action-result approach) can help make their experiences more compelling and credible.”

In your experience, what ultimately matters more to employers: internship experience, academic results, or other factors?

“In most cases, it’s not a single factor but a combination that matters. Academic results, internship experience, and other qualities all play a role at different stages of the hiring process.

Academic results often serve as an initial indicator of discipline and consistency, while internship experience provides evidence of practical exposure and workplace readiness. However, what ultimately matters most is the candidate’s overall profile—this includes their ability to communicate clearly, demonstrate problem-solving skills, show a strong attitude and work ethic, and articulate how their experiences are relevant to the role.

In many cases, candidates differentiate themselves through their mindset, clarity of thought, and how well they can translate their experiences into value for the team.”