When our leadership team gathered this spring to discuss bringing on a co-op intern, we thought we were making a modest decision. Several team members had positive experiences mentoring students in the past, and we saw it as an opportunity to give back while nurturing the next generation of developers. What started as a plan for one intern quickly evolved into something much more impactful.
The Decision to Scale
As we dove into the requirements of the Canadian Student Work Placement Program (SWPP), an initiative of Employment and Social Development Canada (ESDC) and discovered available funding opportunities, a simple question emerged during our discussions: why stop at one? We had numerous projects that could benefit from fresh perspectives and additional hands. After careful consideration, we expanded our vision to three positions: one focused on RevOps, another on Product Engineering, and a third specializing in Data and Machine Learning.
We crafted thoughtful job descriptions and posted them across relevant platforms. What happened next caught us completely off guard.
An Overwhelming Response
The speed at which applications flooded in was unprecedented. Within days, our pipeline was bursting with eager candidates. This overwhelming response sent a clear message: there simply aren't enough companies creating meaningful learning opportunities for students. The demand far exceeded what we anticipated, reinforcing that our decision to expand the program was the right one.
To manage the volume while ensuring quality matches, we refined our search to focus on Vancouver-based candidates. As our CEO, Head of Operations, and several team members work from our Vancouver office, this approach allowed us to offer a hybrid experience that balanced remote flexibility with in-person support and mentorship when needed.
Our Streamlined Hiring Process
We kept our hiring process intentionally simple yet thorough. As VP of Engineering, I personally reviewed each application, looking for candidates who stood out not just technically but culturally. Those who caught my attention moved to a Cultural Interview where we explored several key areas:
First, we discussed their familiarity with our product space and any interest or experience in cybersecurity. We wanted to understand how they approached technical decisions in personal projects or previous co-op positions. Critical thinking mattered more than perfect answers.
We also explored how they handled ambiguity and limited guidance, their approach to problem-solving, and crucially, how they get unstuck when facing challenges. We looked for candidates who could navigate different perspectives within teams and demonstrate consideration for end users in their work.
Understanding their learning habits was equally important. How did they stay current with new technologies? How did they collaborate with teammates, especially when someone was struggling?
Candidates who excelled in the cultural interview moved to a Project Screening Interview with one of our engineers. We asked students to prepare a project presentation, ideally with a GitHub link to review beforehand. During the call, they walked through their project, highlighting key decisions and technical choices. This interactive discussion revealed not just their technical skills but their ability to communicate complex ideas clearly.
Making the Right Choices
Our debrief sessions were remarkably straightforward. For the candidates who were both cultural and technical fits, there was little debate. All three of our chosen interns received enthusiastic approval from everyone involved. The clarity of these decisions validated our thorough yet efficient process.
Crafting a Thoughtful Onboarding Experience
We approached onboarding with the same care we'd give to senior engineers, with one crucial addition: a comprehensive Co-op Handbook. This document detailed everything from our company culture and work processes to practical matters like lunch break protocols. We wrote it assuming none of them had worked in a corporate environment before. While this wasn't entirely accurate, the approach ensured we covered all bases.
To add a personal touch, I recorded a personalized Loom video that was included at the beginning of the handbook, walking them through what to expect in their first days. Small gestures like this helped create connection even before their first day.
Two Key Innovations
We implemented two strategies that set our program apart:
The Mentor and Manager Model: Each student was paired with both a mentor and a manager. Their mentor, typically a Senior or Staff Engineer, provided daily technical guidance through regular standups and project support. As their manager, I focused on broader topics, career development, and organizational navigation. This division allowed students to receive comprehensive support without overwhelming any single person.
Meaningful Project Ownership: Rather than assigning miscellaneous short-term tasks or bug fixes, we gave each student ownership of a complete project that would last the full duration of their placement. In a small startup where every project matters, this approach lets them experience the full lifecycle of feature development. They weren't just contributing; they were owning pieces of our product.
Building Community Through Office Hours
Managing three interns while avoiding meeting overload required creativity. Since students already met frequently with their mentors, I established bi-weekly group office hours, a virtual session, where all three could join for broader discussions. Topics ranged from "how to ask for help effectively" to understanding our career framework, receiving feedback, and navigating product development in a startup environment.
This format encouraged peer learning while giving everyone the option to schedule individual conversations when needed. The group dynamic often sparked discussions that wouldn't have emerged in one-on-one settings.
Navigating Challenges
Was everything seamless? Not entirely, but our preparation made challenges manageable. We learned to scope projects more effectively, ensure students were included in relevant meetings, and balance their learning needs with project deadlines. The energy we invested upfront paid dividends in smooth execution.
What stood out most was how we treated them as legitimate junior engineers with real ownership. This approach resonated strongly. During a mid-term evaluation call, one university supervisor greeted me with visible excitement: "The feedback you submitted for our student is phenomenal. I rarely see such thoughtful, detailed evaluations. May I share this with the student?" I smiled and explained that this level of feedback was standard for us, and the student had already received it directly. Her surprise revealed how rare meaningful mentorship has become in co-op programs.
The Ripple Effect
A few weeks ago, we held our second-ever company gathering in Vancouver, with all three co-op students attending. The energy shift was palpable. While multiple factors contributed to the positive atmosphere, the students' enthusiasm and fresh perspectives undeniably elevated the entire event. Their presence reminded us why investing in emerging talent benefits everyone.
Looking Forward
Our key takeaway? Bringing in students, interns, or junior developers doesn't have to be daunting. With thoughtful planning, clear structures, and genuine commitment to their growth, it becomes fulfilling for everyone involved. Yes, hiring well remains crucial, but the benefits far outweigh the investment.
The outcome speaks for itself: we're extending all three students for an additional four months. Watching them grow, contribute, and challenge our thinking has been genuinely rewarding. They're not just learning from us; we're learning from them.
As I reflect on this journey from one planned position to three thriving contributors, I'm reminded that sometimes the best decisions are the ones that push us beyond our initial comfort zone. These students have brought fresh energy, new perspectives, and genuine enthusiasm to Safety.
I can't wait to see what they build next.
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