At Konica Minolta, investing in talent isn’t just about filling positions—it’s about developing potential. The company offers various programs to support employees early in their careers, from hands-on internships to leadership development initiatives. These efforts reflect a long-term vision: building a workplace where early career professionals can grow, contribute meaningfully, and pursue advancement.
From Classroom to Career: A Gateway through Internships
Marisa Morrison, talent acquisition program specialist at Konica Minolta, oversees programs designed to attract students into the business and help them take their first steps toward a professional career. Chief among these is the company’s corporate internship program, which focuses on students entering their junior or senior year of college.
“The program is for anyone pursuing a degree in a relevant field and is early in their selected career space,” Morrison explained. “We’re looking for students who are truly excited about their field of study because that energy shines through in interviews and translates into real impact. Our interns don’t just observe, they contribute meaningfully from day one.”
Interns are placed in departments ranging from marketing, accounting, and finance to HR, IT, and inside sales. The program is centered at Konica Minolta’s Ramsey, New Jersey, corporate headquarters and provides a comprehensive experience, exposing interns to their departments, executive leadership, and each other through organized events and networking opportunities.
Recruiting for these positions is a multifaceted effort. “We use many different methods, including referrals from past interns, job boards like Handshake and LinkedIn, and career fairs,” Morrison said. “We also partner with target colleges and work directly with career services to speak with students and host events.”
And it’s not just a summer gig. Many interns go on to launch their careers with the company. “Many of our interns transition into full-time roles,” said Morrison. “We stay connected with standout performers, often welcoming them back for another internship or inviting them to launch their careers with us after graduation.”
A Broader Entry Point
Beyond the corporate internship program, Konica Minolta also offers a Summer Family Employment Program that provides summer work in the company’s warehouses. Employees can refer family members pursuing post-secondary education, looking for summer employment.
“It’s a fantastic way to support early career talent across the country, especially in areas beyond our corporate offices,” explained Morrison. “As more warehouses join in, the program continues to grow and create new opportunities.”
This program has grown steadily, with more warehouses participating each year, expanding the program’s reach and impact.
Developing Tomorrow’s Leaders: GLOW and Trailblazers
Stephanie Blissett, talent development manager, focuses on employee growth and leadership development across all levels of the company. One of the programs she oversees is GLOW, a global initiative that offers high-performing employees the opportunity to take on six-month assignments abroad.
Marisa Morrison (left), Konica Minolta talent acquisition program specialist, and Stephanie Blissett, talent development manager.
“At Konica Minolta, GLOW is more than a program, it’s a passport to global leadership. It empowers top talent to shine through immersive international experiences that expand their impact and perspective. Participants can take assignments in their current field or a different area if they can demonstrate how it will bring value to their role and the organization.”
Assignments are available in Europe and Asia, with Europe being the more popular destination among U.S. participants. “We’ve had participants from North America go to Europe and Japan in the second wave,” Blissett said. “It’s a powerful growth experience, collaborating across continents, taking on meaningful assignments, and thriving in a new cultural and professional environment.”
Executives typically nominate participants as top talent, but self-nominations are also encouraged with managerial support. “We look for high performance, demonstrated commitment, and a desire to grow a career here,” Blissett added. “And it also benefits the home team. Someone stepping up to cover responsibilities, while a colleague is away, develops new skills, too.”
While GLOW opens doors to international experiences, the Trailblazers program builds future leaders stateside. “This is a local, U.S.-based development program targeting top talent across any function or location,” said Blissett. “We wrapped up our pilot and will launch it as a core program in FY25.”
Executives nominate participants, who then undergo a six-month program involving assessments, self-reflection, manager guidance, coaching, and leadership development tools. One such tool is the Individual Development Plan (IDP), which helps employees map out short- and long-term goals.
“Part of being in this program is that you participate in facilitated assessments to identify your strengths, opportunities, where you’d like to take your career in the short- and long-term, and then build a plan to get there,” explained Blissett. “Our NPS [net promoter score] was 92, and 50% of participants have taken on new responsibilities since the pilot program ended six months ago. I’m incredibly proud of what Trailblazers has achieved. It’s already boosting engagement and helping us retain top talent. I can’t wait to kick off the next round in 2025!”
Employees who participate in these programs come from all over the company. “We believe everyone, whether you’re just starting out or leading a team, deserves the chance to grow,” said Blissett. “Development is for all of us, and we’re committed to making that journey accessible and inspiring. We’re all leaders, including leaders of self. The programs and tools we use provide processes and structure to grow your career at Konica Minolta.”
A Culture of Learning and Internal Mobility
To ensure employees are aware of these opportunities, Konica Minolta promotes its programs internally through newsletters, the “My Konica Minolta” intranet platform, webinars, and events. However, one of the most important channels is direct communication with managers.
“Our managers are key partners in career growth,” said Blissett. “They know their teams best and are empowered to guide meaningful, personalized development conversations. One of my focuses this year is continuing to build manager capability, equipping them with learning and tools to guide these important conversations.” Employees can also explore new paths through the company’s internal job board, where the talent acquisition team works directly with internal candidates to help them grow.
Measuring Impact
While each program has its own goals, both Morrison and Blissett agreed on shared measures of success: growth, engagement, and retention. “For our internship programs, we look at participation, performance reviews, return rates for a second internship, and ultimately how many we hire full-time,” said Morrison. “We’ve grown the program each year and have seen great results.”
Blissett echoed that sentiment. “For GLOW and Trailblazers, we measure employee NPS and what happens after the program—are they making progress on their development plans? Have they taken on more responsibility? Have they been promoted? Those outcomes show us that we’re making an impact.”
She added that the company’s HR business partners (HRBP) also play a critical role in supporting employee development, helping team members explore options, and connecting them to the right opportunities. “Our HRBPs are fantastic and true talent partners to the employees, the leaders, and the business,” observed Blissett. “We have an Employee Services team that fields employee questions that might bubble up to the HRBP, or they might reach out to the HRBP directly and say, ‘Hey, I’m thinking about growing my career. What options are available?’ And then we can help guide them that way.”
Looking Ahead
As Konica Minolta continues investing in employee development, Morrison and Blissett will scale the programs. Development initiatives will roll out more broadly in FY25, allowing all employees to take a deeper and more structured approach to their career planning. Meanwhile, the internship, mobility, and family employment programs are poised to expand, with more departments and warehouse locations getting involved.
“At the end of the day, when our employees succeed, our customers succeed,” said Blissett. “Whether they’re just getting started or taking the next big step, we want to give them the tools, support, and opportunities they need to thrive.”
