Reflections from Camp: How Camps Can Assist with Career Readiness

It’s mid September and I am still processing all the fun, frustration and learning I experienced at summer camp. This was my second summer serving as a MESH (mental, emotional, social health) Specialist at an overnight camp for youth in Massachusetts. Many of the campers start attending camp at the age of 8 and continue through their teen years until they age out at 16. After years of bonding with their peers, embracing traditions, and deepening their cultural connection, many transition into counselor-in-training roles. It’s a model that has worked well for decades. Parents who camped and worked at the camp send their children to the camp to enjoy their summers as campers and eventually staff. This creates a unique sense of family and belonging which leads to a high level of commitment, loyalty and pride from both campers and staff, something all organizations value and strive to build.

This summer as usual, great energy surrounded the camp. Sessions were full, and campers arrived in record numbers. But behind the scenes, staffing told a different story.

The Staffing Challenge

Recruiting counselors proved difficult, and several factors contributed to the struggle:

• A seven-week commitment is a big ask for 17–21-year-olds.

• Limited training leaves counselors overwhelmed by camper behaviors and uncertain of their abilities.

• Professional development isn’t built into the summer experience.

• Behavioral challenges among campers have increased.

Key Takeaways

After observing, taking notes, and speaking with both counselors and administrators, I came away with several recommendations:

1. Hire for shorter commitments—consider two-week sessions instead of requiring a full summer.

2. Start training earlier—launch in April and continue with refreshers throughout the season.

3. Expand training content—include career readiness and leadership skills.

4. Offer self-care and personal and professional development workshops to support staff well-being and growth.

5. Address behavioral health issues directly with targeted training.

6. Wrap up with a resume workshop so staff can translate their summer experience into future opportunities.

Why This Matters

College and career readiness are essential for today’s young workforce. Camps like any employer can strengthen recruitment and retention by positioning staff roles as opportunities to develop transferable skills. A powerful place to start is with social and emotional learning, which equips staff with skills to help them thrive at camp along with the opportunity to carry those competencies forward into their careers and communities.