Internship Program Development

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

Spider's silk is 5x stronger than steel. Students just built a Camping House with it. Traditional programs graduate 89% of engineers who've never touched real materials. These students built 10 structures in 6 months using nature's blueprints. 𝗧𝗵𝗲 𝗧𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵: ↳ Theoretical calculations on whiteboards ↳ Computer simulations without context   ↳ Zero hands-on building experience ↳ Graduates who design what can't be built 𝗧𝗵𝗲 𝗖𝗮𝗺𝗽𝗶𝗻𝗴 𝗛𝗼𝘂𝘀𝗲 Students design, budget, and physically construct functional camping structures. Every beam they place teaches load distribution. Every joint they weld reveals material behavior. Every budget overrun teaches project economics. 𝗧𝗵𝗲 𝗦𝗸𝗶𝗹𝗹𝘀 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗥𝗲𝗮𝗹𝗶𝘁𝘆: ↳ Structural analysis through physical feedback ↳ Project management with real deadlines ↳ Cross-functional team collaboration ↳ Resource optimization under constraints ↳ Rapid prototyping and iteration cycles The wisdom flows both ways. When students build in harmony with the landscape, they absorb lessons no simulation can teach. Companies report these graduates solve problems 60% faster - they've learned to think like nature's master builders. 𝗪𝗵𝗲𝗿𝗲 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗠𝗲𝗲𝘁𝘀 𝗘𝗮𝗿𝘁𝗵: Each camping house becomes a living laboratory. Students learn to read the land's story - how wind shapes design, how water flows direct foundation work, how sunlight transforms spaces. They're not just building structures - they're crafting relationships between humans and habitat. 𝗡𝗮𝘁𝘂𝗿𝗲'𝘀 𝗠𝗮𝘁𝗵𝗲𝗺𝗮𝘁𝗶𝗰𝘀: 1 hands-on project = 3 semesters of theory come alive 10 structures built = a new generation of earth-conscious innovators 100 programs blooming = an engineering revolution rooted in nature's wisdom The result? Graduates who don't just design buildings - they craft spaces that honor both human needs and natural systems. Follow me for stories where innovation grows from the ground up, not just from theory. Share if you believe the best engineering solutions are written in the language of nature.

Employers: please do not hire an intern just to give them admin work🥱 Do better! At Beyond Education (BE), we advise our employer partners on the end-to-end candidate experience. One of our partners recently requested a few email pointers for hiring managers expecting interns. We took it one step further and created a 5-page guide (talk about overdelivering 😉) The guide can be accessed in the comments. Here is a 5-step summary: 1. Establish Clear Expectations 📝 ‣ The job description is a bare minimum ‣ Take the time to establish a comprehensive set of responsibilities ‣ Ensure they understand how their output contributes to the overall team performance ‣ Detail the specific goals for them to work on during their time with the company ‣ Provide interns with performance metrics to help them self-assess. 2. Assign a Buddy 🤝 ‣ Choose a mentor from the team who can guide the intern. ‣ This creates a safe space for them to ask questions. ‣ The mentor should help with navigating team dynamics ‣ Encourage regular meetings for guidance. ‣ Regular check-ins can also help address any concerns/difficulties. 3. Provide Meaningful Work 💡 ‣ Avoid menial tasks and involve them in action! ‣ Challenge them with tasks that require them to get involved. ‣ The work assigned should have a tangible impact on the team or company. ‣ Invite them to key meetings and decision-making processes ‣ Encourage them to be vocal and share their ideas. 4. Social & Professional Development ⚙️ ‣ Create opportunities for networking across the organisation. ‣ Facilitate interactions with other departments (Lunch & Learns 🤝). ‣ Encourage participation in extracurriculars outside their day-to-day work. ‣ Assign group projects for interns to get acquainted with one another. 5. Feedback & Communication 🗣 ‣ This is a bare minimum but often gets overlooked! ‣ Regularly provide constructive feedback on their work. ‣ Recognise their efforts and achievements (no matter how small). ‣ Ask for feedback on THEIR experience as well. ‣ Use the feedback to improve the internship program for future cohorts. An engaging candidate experience is a key part of an employer's brand. It's these experiences that convince candidates to commit and stay with your company long-term. After all, retention is the goal, right? I am launching a newsletter for employers: receive insights on talent acquisition, employer branding, DE&I and other key workplace topics straight to your inbox 📥 Sign up via the link in the comments.

2026 Prediction: Small rooms will matter more than big stages. The big event is fine. The keynote is nice. But if you want real connection, real trust, real results, you need small rooms. In the summer of 2020, Citigroup came to us with a $500,000 budget to help them book a celebrity speaker for their closing event for 2,000 scattered interns working from home. Someone like Magic Johnson. Big stage. One hour of awe. I asked one question that changed everything: "What if, instead of making them sit in awe of a celebrity, we made the intern the star?" We scrapped the speaker. Used one-tenth of the budget. Ran six 90-minute virtual experiences during week two of their program to help connect the Citi Sumemrs. (Week Two, not the end). No stage. No celebrity. Just small rooms. One question: "If you could give credit or thanks to one person in your life that you don't give enough credit or thanks to, who would that be?" Two interns from opposite sides of the world told the exact same story. Gratitude for their grandmother. Same smell of cooking. Same warmth of a kitchen. Same memory of love. That's the serendipity of strangers. You never know how much you have in common until you slow down and ask. Executive Leadership didn't show up as panelists. They showed up as listeners. At minute 84, we asked everyone to write 3-4 sentences in the chat: "What did today mean for you?" Not in a survey a week later. Right then. While the energy was alive. "I realized I'm not alone." "I feel less nervous now." "I met people I'll actually work with." The results: Highest rate of full-time offer acceptances in Citigroup history. Forbes ranked it the number one internship program in the world. One-tenth of the original budget. Connection doesn't happen at scale by broadcasting. Connection happens at scale when you design environments where strangers become mirrors. We kill serendipity by scheduling every second for maximum efficiency. The future doesn't belong to the strongest or smartest. It belongs to the most connected. Small rooms. Big results. That's how intimacy scales.

𝗥𝗲𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗜𝗻𝘁𝗲𝗿𝗻𝘀𝗵𝗶𝗽𝘀: 𝗙𝗿𝗼𝗺 𝗦𝗵𝗼𝗿𝘁-𝗧𝗲𝗿𝗺 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝘁𝗼 𝗟𝗼𝗻𝗴-𝗧𝗲𝗿𝗺 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 Internship programmes are often treated as a seasonal exercise... something to fill the immediate gaps or to offer students a brief exposure to work. The most effective organisations see internships very differently. They treat them as a strategic investment in future talent. When designed well, internships are not about observation. Instead, they are about contribution. Interns should not be on the sidelines. They should be solving real problems, working alongside teams, and seeing how their work connects to business outcomes. That shift requires intentional design: 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗼𝗳 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 A strong programme starts with clear learning outcomes and defined success measures for both the intern and the organisation. 𝗥𝗲𝗮𝗹 𝗪𝗼𝗿𝗸, 𝗥𝗲𝗮𝗹 𝗜𝗺𝗽𝗮𝗰𝘁 Meaningful work builds capability and confidence. It also gives organisations an authentic way to assess potential, far beyond interviews or assessments. 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻, 𝗡𝗼𝘁 𝗜𝘀𝗼𝗹𝗮𝘁𝗶𝗼𝗻 Interns thrive when they are embedded into teams, exposed to leaders, and given visibility across the organisation. They should not be treated as temporary add-ons. 𝗔 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲, 𝗡𝗼𝘁 𝗮 𝗣𝗿𝗼𝗴𝗿𝗮𝗺𝗺𝗲 The best internship experiences don’t end when the placement does. They become a critical feeder into the organisation’s long-term talent strategy—reducing time to hire, improving retention, and strengthening employer brand. In a world where talent is increasingly scarce and expectations are evolving, internships are no longer a “𝘯𝘪𝘤𝘦 𝘵𝘰 𝘩𝘢𝘷𝘦”. They are one of the most powerful levers we have to shape the workforce of tomorrow, starting today. #DrJaclynLee #TalentStrategy #InternshipProgramme #EarlyCareers #TalentPipeline #NextGenTalent

One of the most defining moments in my leadership journey came from a simple realization: Our students were seeking more spaces to feel seen, heard, and celebrated. At 21, returning from NYU, I reflected on our convocation ceremony at Manav Rachna—an event rooted in pride and tradition. While it carried the weight of legacy, I saw an opportunity to make it more student-focused and emotionally resonant. That moment sparked a shift in how I approached leadership—not by choosing between tradition and transformation, but by blending both. 1️⃣ The Convocation Celebration Inspired by NYU’s vibrant format, I proposed some unconventional changes. What I found was incredible support from our leadership, grounded in data and driven by a shared desire to honour our students more meaningfully. The outcome? A 300% increase in graduation attendance and moments that lived on through proud social media shares. 2️⃣ The Internship Evolution There were initial concerns that interdisciplinary programs might affect academic depth. But when engineering students returned from marketing internships with sharper problem-solving skills, the results spoke for themselves. Today, 78% of participants outperform peers in innovation challenges. 3️⃣ The Feedback Framework We introduced “Reverse Office Hours,” a space for students to offer structured feedback to faculty. What began as an experiment has grown into a valued tool for refining curriculum and enhancing classroom engagement. The Lesson? Great institutions thrive not by preserving legacy alone, but by embracing student voices as catalysts for growth. At Manav Rachna, it’s not about tradition versus change—it’s about evolving together. So, when I’m at a crossroads, I ask: •⁠ ⁠Are we doing this because it truly serves our students or simply because it’s always been done? •⁠ ⁠Can this policy stand up to the thoughtful feedback of a 19-year-old learner? The real magic begins when we stop viewing “student-centric” and “senior-led” as opposing forces—and start seeing them as partners in progress. #education #innovation #students #convocation #graduation

What if corporate support for small businesses also created pathways for students? We’re seeing more large companies invest in small businesses—initiatives like J.P. Morgan’s Small Business Forward Goldman Sachs's 10,000 Small Businesses are providing capital, technical support, and education to help entrepreneurs thrive. But here’s a thought: What if some of that investment was used to fund paid internships—specifically at small businesses that don’t have the resources to host students on their own? It’s an approach that could solve two challenges at once: ✔️ Give students real-world experience in growing, high-impact environments ✔️ Help small businesses access talent and fresh ideas they might not otherwise afford We’re already seeing this happen. At the The University of Tennessee at Chattanooga, the UTC College of Engineering and Computer Science partnered with Truist to fund paid internships at local small businesses. The program focuses on students from underrepresented backgrounds and businesses within 40 miles of campus—ensuring that both students and local economies benefit. Programs like this don’t just build talent pipelines—they strengthen communities. If we want more students to graduate with hands-on experience and more small businesses to thrive, we need to think creatively about how we fund and scale internship programs. This is one model that works—and there’s room to grow. What partnerships like this have you seen work in your community?

Trainee Programs in a High-Turnover World: Why We Should Still Invest — But Do It Differently In leadership discussions, one question often arises: “Is it still worth investing in our Management Trainee Program when so many talents leave early?” As someone closely involved with early-career talent, I understand this concern. Significant resources are dedicated to rotations, mentoring, and capability building, yet some trainees leave within a few years. But here’s what I’ve learned: The ROI of a trainee program isn’t just about retention. It’s about reputation, readiness, and ripple effect — especially in a talent market like Thailand, where top graduates are highly mobile and purpose-driven. 🔄 Early Attrition Is Real — But It’s Not Always a Loss Gen Z is curious, socially conscious, and growth-oriented. Their departure might mean: They’ve grown faster than expected. They’re clearer about their values. They become our ambassadors. Many return more aligned and committed. 🎯 Why We Should Continue — But Evolve A strong trainee program still delivers high value. It: Enhances our employer brand reputation across campuses and social media Injects energy and innovation into our culture Builds a pipeline of future leaders aligned with our values Positions our company as an organization that invests in youth — not just hires them 💡 What We Should Do Differently To improve ROI and impact, we need to refine how we select and engage from the very beginning. Select for Fit, Not Just Scores Rather than choosing only based on academic excellence or interview performance, we: Look for alignment with our culture and values Use our internship program as a key pathway to identify potential Focus on adaptability, emotional intelligence, and learning agility Our internship program in Thailand has proven to be an effective way to spot talent who are more likely to succeed — and stay — as management trainees. Make the Journey More Personalized Offer flexible rotations, real-time feedback, and project-based learning. Strengthen Alumni Connection Engage alumni through community-building and storytelling. Coach the Managers, Too Train managers to lead Gen Z with empathy and clarity. Lead with Purpose Gen Z seeks meaningful work. Highlighting sustainability and community impact fosters connection. 🌱 My Belief The goal isn’t to eliminate turnover but to create a valuable experience that: Builds our talent pipeline. Strengthens our employer brand. Helps young professionals grow, whether they stay or return. Instead of asking “Should we continue?” Let’s ask: “How do we evolve our approach and select the right people from the start?” 🙋♀️ I’d love to hear from you — especially HR and early career professionals in Thailand: What changes have helped you improve the value of your trainee programs? #TraineeProgram #NestléThailand #GenZTalent #YouthLeadership #HRLeadership #EmployerBranding #EarlyCareers #Nesternship #FutureOfWork #TalentStrategy

Fail Fast. Learn Faster. Move Forward. In today’s workplace, perfection is often celebrated. We spend countless hours refining ideas, analysing every possible outcome, and waiting for the “right moment” to act. Yet in the pursuit of perfection, we can overlook something far more valuable: progress. One mindset that has significantly influenced the way I work is the concept of failing fast. The principle is straightforward: take action with the best information available, learn from the outcome, and adapt quickly. If it works, great. If it doesn’t, the experience becomes valuable feedback. In Failing Forward, John C. Maxwell argues that failure is not the opposite of success—it is often a necessary part of achieving it. What separates high performers is not the absence of failure, but how quickly they learn from it. After all, falling short isn’t the problem. Standing still is. I’ve come to realise that everyone approaches challenges differently. Personally, I prefer to evaluate quickly, trust my judgement, and take action rather than spend excessive time searching for the perfect solution. Does it always work? Of course not. What it does create, however, is momentum—and momentum is often the catalyst for growth, learning, and better decisions. There is a significant difference between making a mistake and learning from it immediately, versus delaying action in pursuit of perfection. Too often, procrastination disguises itself as planning. A Lesson from Building an Internship Programme I experienced this firsthand while helping to establish a summer internship programme. The objective was clear: provide interns with a meaningful learning experience through exposure to outstanding facilitators and industry leaders. There was one challenge—we had no budget. Instead of spending weeks searching for the perfect solution, I started reaching out directly to senior leaders and CEOs, asking whether they would be willing to share their experiences with our interns. There was no guarantee of success. Some declined. Others never responded. But every rejection simply pointed me towards the next opportunity. I expanded my network, refined my approach, and kept moving forward. The result was a remarkable group of speakers who delivered tremendous value to the programme. The difference wasn't a flawless strategy. It was a willingness to act, learn, and persist. Failing Forward, Not Being Careless Failing fast does not mean acting recklessly. It means: - Taking calculated action - Accepting that imperfection is part of progress - Learning quickly from what doesn't work - Adjusting course without losing momentum As Maxwell notes, "The difference between average people and achieving people is their perception of and response to failure." This mindset is not appropriate for every decision. Some situations demand careful analysis, planning, and caution. However, in environments where innovation, adaptability, and speed matter, this works..!

Most internships look the same. Students code small tasks. They shadow engineers. They learn tools but not impact. The problem? They walk away knowing syntax  But not how enterprises really work. At Thunai, we designed internships differently. Our interns don’t just “code AI.” They validate context in real customer scenarios. They learn how contradictions kill enterprise trust. They see how fragmented data creates hallucinations. They work on connectors that bridge Salesforce, ServiceNow, Genesys. They don’t just build. They understand why what they build matters. Here’s what our interns gain: 1/ Enterprise Awareness → Why context matters more than model size. 2/ Hands-on Problem Solving → Detecting contradictions in policies, pricing, and customer histories. 3/ Systems Thinking → Connecting apps into one unified context layer. 4/ Real-World Impact → Seeing how their work makes AI agents more trustworthy. Because the next wave of AI builders won’t just know algorithms. They’ll know how to protect trust. That’s the future we’re growing at Thunai. P.S. Thinking about building your career in AI? Start with context, not just code.