Regular check-ins give interns a reliable place to ask questions, raise concerns, and understand how their work is progressing. They also help supervisors spot unclear expectations or missing support before small problems become harder to resolve. Use the questions below as prompts, not a script: choose the ones that fit the intern’s work, make room for their own concerns, and agree on practical next steps.
Before you begin, review the intern’s current assignments, goals, and any feedback already given. Arrange a private conversation with enough time to listen without rushing. A recurring meeting can help make check-ins predictable, but adjust the timing to the role and workload. Keep the conversation respectful and focused on learning, support, and work—not on putting the intern on the spot.
What You’ll Need
- A private meeting space or a suitable video call.
- A brief view of the intern’s current projects, agreed goals, and deadlines.
- A way to record decisions, owners, and follow-up dates, such as a shared note or meeting document.
- Any relevant role guidance, onboarding material, or feedback that the intern may need to refer to.
- Enough uninterrupted time for an honest conversation and a clear close.
Step-by-Step
- Set a supportive purpose. Open by explaining that the check-in is a two-way conversation about progress, questions, and support. Let the intern know that they can raise issues as well as share successes. Avoid framing the meeting as a surprise evaluation. A simple opening might be, “I’d like to hear how the work is going and what would make it easier for you to succeed.” This establishes a collaborative tone and makes it less likely that the intern will assume every question is a test.
- Start with an open question. Invite the intern to choose where to begin. Ask, “How have things been going since we last spoke?” or “What has been on your mind about the placement?” Give them time to think, and do not immediately fill a pause with another question. A broad opening can reveal a concern you would not have found by working through a fixed checklist. Listen for what matters to them, rather than steering the conversation toward your preferred topic too quickly.
- Ask what is going well. Use a specific prompt such as, “Which task or experience has felt most rewarding?” or “What do you think you handled well?” If they mention a success, ask what helped them achieve it. Recognize the effort or skill involved, and connect it to the work where appropriate. This is not just a morale exercise: understanding what is working can help you give the intern more chances to practice useful skills and build confidence without assuming that every task is going smoothly.
- Explore progress and obstacles. Ask, “What is moving forward, and what is stuck?” or “Is anything unclear about the work you are doing?” Follow up neutrally: “What have you tried so far?” and “What would help you take the next step?” Distinguish between a skill the intern is still learning, a missing resource, a competing priority, and an unclear assignment. Do not treat a request for help as proof that the intern is incapable. Agree whether you should clarify the task, arrange guidance, remove a practical obstacle, or help reset priorities.
- Check expectations and workload. Ask the intern to describe their current priorities in their own words. You might ask, “Which tasks feel most urgent?” and “Are the deadlines and expected outcomes clear?” Compare their understanding with yours. If assignments conflict, decide together what should take precedence and who needs to be informed. Check whether the workload feels manageable without pressuring the intern to disclose personal information. If a deadline is unrealistic or the scope has changed, explain what can be adjusted and communicate the revised expectation clearly.
- Discuss learning and feedback. Ask, “What would you like more practice with?” or “What feedback would be most useful right now?” Share observations tied to specific work: describe what happened, why it mattered, and what the intern could try next time. Balance constructive feedback with a genuine account of strengths. Invite their perspective before deciding on a development goal. For example, if a presentation was difficult to follow, discuss how to structure the main points and offer a chance to practice before a future presentation. Keep the goal concrete and relevant to the role.
- Make room for questions and belonging. Ask, “What questions have you been holding back?” and “Is there anything about the team’s ways of working that is hard to navigate?” Interns may not know who owns a decision, how to request access, or when it is appropriate to ask for help. Explain team norms directly rather than expecting them to infer unwritten rules. If they raise a concern about their treatment or access to an opportunity, listen carefully, avoid dismissing it, and follow the appropriate workplace process. Do not promise confidentiality beyond what you can honor.
- Agree on actions and close the loop. Summarize what you heard, then ask the intern whether you understood correctly. Choose a small set of practical next steps: state what will happen, who will do it, and when you will revisit it. Include actions for yourself as well as for the intern. For example, you might clarify a project brief while the intern drafts an outline for review. Record only useful work-related details, share the notes appropriately, and begin the next check-in by reviewing outstanding actions. A conversation feels more trustworthy when promised support actually arrives.
Common Mistakes
Turning the meeting into a status interrogation. A rapid sequence of “Are you done?” questions can discourage honest answers. Ask about progress, but also explore uncertainty, learning, and what support would help. The goal is to understand the situation, not to catch the intern out.
Doing all the talking. Advice can be useful, but a check-in should not become a lecture. Ask before offering a solution, and leave room for the intern to explain what they have already considered. When the intern proposes a reasonable approach, support their ownership rather than replacing it with yours.
Asking vague questions without follow-up. “Everything okay?” is easy to answer with a quick yes, even when something is wrong. Use a more focused prompt, then ask a calm follow-up if the answer suggests a problem. Do not interrogate or demand personal details; keep the discussion relevant to work and support.
Giving feedback only when something goes wrong. If the only feedback an intern receives is corrective, they may be unsure what to continue doing. Notice effective work as well as areas to improve. Keep both kinds of feedback specific, timely, and connected to observable actions rather than assumptions about personality.
Leaving without a clear agreement. A sympathetic conversation will not solve a blocked assignment if nobody knows who will act. End by confirming the next steps and the follow-up point. Avoid recording sensitive personal details in routine notes, and do not make commitments that depend on someone else without checking first.
Tips
- Offer a recurring time so the intern does not need to wait until a problem becomes urgent. Adjust the cadence around the placement, active projects, and the intern’s preferences.
- Send a short agenda or invite the intern to bring topics. Tell them that they can add an item or ask for a separate conversation if something needs more time.
- Use open questions first, then specific prompts. Questions such as “What would make this task clearer?” usually invite more useful detail than questions that can be answered with yes or no.
- Listen without interrupting to correct every detail. Reflect the key point back in your own words and ask whether you have understood it accurately.
- Give feedback close to the relevant work when possible, and make it actionable. Describe the behavior or result, explain its impact, and discuss a practical next attempt.
- Make help-seeking normal by sharing how you or other team members handle uncertainty. Keep the focus on problem-solving, not on whether the intern should have known something already.
- Respect differences in communication style. Some interns may need a moment to think or may prefer to share a written topic before the meeting. Do not interpret quietness alone as disengagement.
- Follow through on agreed support. If a resource, introduction, or decision is delayed, tell the intern what is happening and when you expect to update them.
Troubleshooting
If the intern says everything is fine but seems hesitant, do not insist that they reveal a problem. Make it easier to speak by asking about a particular task, explaining that questions are expected, and offering a chance to follow up later. You can also invite them to send topics in writing before the next meeting.
If the intern raises an issue you cannot solve immediately, acknowledge it and clarify what kind of help they need. Tell them what you can do, who else may need to be involved, and when you will update them. If the issue concerns safety, discrimination, harassment, or another serious workplace concern, follow your organization’s reporting and support procedures rather than trying to investigate or promise a particular outcome yourself.
If the conversation becomes defensive, slow down and return to specific examples. Separate the work outcome from judgments about the person. Ask for their account, explain your concern plainly, and agree on a next action that can be reviewed. If emotions are high, a pause and a follow-up conversation may be more productive than forcing a resolution on the spot.
If you have little progress to discuss, check whether the intern has been given a clear task, access to necessary information, and enough guidance to begin. Agree on a manageable next deliverable and a point to review it. If the intern has repeatedly missed expectations, document relevant work facts and follow your organization’s normal supervision process; do not rely on a surprise check-in as the first notice.
If you cannot keep the planned meeting, reschedule promptly and ask whether anything urgent needs attention before then. A postponed check-in should not leave the intern without a route to ask questions. Make sure they know whom to contact for immediate project guidance.
Frequently Asked Questions
How often should I check in with an intern?
Choose a regular rhythm that fits the work and the intern’s level of support. More frequent conversations can help during onboarding or a new assignment; once the work is familiar, you may be able to space them out. Ask the intern what cadence is useful and revisit it as needs change.
What are good opening questions?
Try “How has the work felt this week?” or “What would be most useful to talk through today?” These invite the intern to set some of the agenda. Follow with questions about a particular project if they are unsure where to begin.
Should check-ins be formal performance reviews?
Not necessarily. Routine check-ins are usually for guidance, feedback, and removing obstacles. Explain how they relate to any formal evaluation process, and keep evaluation criteria clear rather than surprising the intern with them during an informal meeting.
What if an intern does not ask questions?
Do not assume that silence means they understand everything. Ask them to talk through the next step on a task, explain where they can find help, and invite questions without judgment. Some people need time to think, so offer another way to follow up.
How should I give constructive feedback?
Be timely, specific, and respectful. Refer to an observable part of the work, explain its effect, and offer a practical way to improve. Ask how the intern sees it and agree on what to try next, rather than labeling their character or ability.
What should I write down after the meeting?
Keep a concise record of work-related decisions, agreed actions, owners, and follow-up points. Avoid unnecessary personal details. Store or share notes in line with your organization’s usual practices, and make sure the intern knows what was recorded when that is appropriate.