Issue link: https://iconnect007.uberflip.com/i/1510765
64 SMT007 MAGAZINE I NOVEMBER 2023 Hemingway: Sometimes, interns decide this just isn't quite what they're looking for. Other times, we have interns for whom continuing to work at SEL probably doesn't make sense. So, we go through a coaching process with them. We support their supervisor in performance conversations through feedback and coach- ing. If it continues to be a situation that isn't working out, we end the internship, but it's not without a lot of coaching and opportunity for interns to grow. We extend a lot of grace to our interns because we're talking about students any- where from 16- to 24-year- olds. For many of them, this is their first corporate environment. We go into it knowing that, no mat- ter what, they will require coaching. We want to help them learn more than their trade or discipline; we want to assist with professional- ism, conduct, and expecta- tions for when you're work- ing in a manufacturing envi- ronment. Johnson: I presume that part of creating an ongoing relationship with faculty includes creating a feedback loop based on the intern and their experience. What's the mechanism for that feedback loop? Hemingway: We do have a feedback loop. We have an exit interview process with our interns, and we ask them for feedback directly on their intern experience. Our university part- ners are on campus one to two times a year, meeting directly with faculty. During those conversations, they all share what students are saying about their internship at SEL. ey give us all kinds of feedback, and that's incredibly helpful. Freiburger: We have a lot of employees sitting on advisory boards. If we have concerns with interns coming from a particular program— their technical abilities or professionalism are not meeting expectations—then advisory board members can share this information to help the school build better into its curric- ulum what's needed. I can't even think of the last time an intern didn't work out, particularly because we've established the partnership and the feedback loops with universities and advi- sory boards. Johnson: Obviously, this is something that SEL is deeply committed to; it's in your com- pany culture down to the DNA of the company. What advice would you give other companies that are looking to build an internship program? Hemingway: Start simple. Don't make it any more complicated than it needs to be. It can start with a phone call or an email, connecting to a faculty member, letting them know what you want to do. It can start with match- ing one intern to one men- tor. Let it grow from there. at would prob- ably be my best advice. Johnson: The internship program seems like it brings purpose and a sense of meaning to all the employees at SEL. Would you say that interns who become an SEL employee stay longer? Hemingway: Our retention of employees who started as interns is measurably higher. We feel like we are good at providing careers over the long term, providing robust careers that keep our employees engaged over the long term. Matties: This has been a great conversation. Thanks for sharing. Hemingway: ank you. SMT007 Our retention of employees who started as interns is measurably higher.