Breathing Life into Graduate and Apprentice Learning and Development Programmes

 

As part of writing this blog, I thought that I’d look back on the articles and presentations that I’ve presented over the years abut Graduates and generational shifts that we’re seeing in modern workplaces.

I’m also going to use the collective term Early Careers (EC) for both Graduates and Apprentices, because they are both equally important communities in your company and should have the same time, effort and support made available to them!

I remember delivering this at a Utility conference back in 2016:

“I’m sure that we can  all think of attempts that have been made to create ‘funky’ working environments – table tennis, big bean bags, coffee machines, PlayStation in communal areas, free vending machines and snacks, energy drinks, making hoodies standard corporate attire, ball pits… the list goes on… My first interview in the UK was in a grey building, doing grey regulatory work, filled with grey people, but I was shown the Starbucks in the lobby and told with great pride that “the young people loved it!”

In the last 8 years (now I feel really old!) what has changed?

There are still organisations that are attempting to draw Early Careers professionals with the above clumsy attempts, but there are also a number of companies that are embracing what people beginning their professional lives actually want: purpose, inclusion, engagement, autonomy, intellectual and emotional challenge leading to growth.

Rather than focus on what’s being done out there that is missing the mark, let’s talk about what has proven to work!

 

  1. Make it Real!

Forget the endless PowerPoints about every department. Instead, throw ECs into the thick of it with projects that matter solving genuine organisational problems.

Let them get their hands dirty and see the impact of their work firsthand. It’s about learning on the job, not just learning about the job.

 

  1. Mentors! Mentors! Mentors!

Pair each EC with a mentor who’s not only been around the block a few times, but is genuinely committed to helping people succeed within your company.

These aren’t just any mentors—they’re the wise guides who’ve seen it all and lived to tell the tale. They’ll share their insights, offer a sounding board for ideas, grab a coffee, and support while still challenging ECs to aspire to more for themselves and the organisation.

It’s all about building those connections that help ECs grow.

 

  1. Create Community!

Encourage ECs to form networks that are as diverse as they are dynamic.

Create spaces where they can swap stories, brainstorm new ideas, and just have a chat about the reality of working life.

Team challenges, social events, and maybe a little friendly competition can turn a group of strangers into a community driven by a desire to see each other succeed.

 

  1. Don’t dodge feedback!

Don’t just dish it out to them — get ECs to tell you what’s working and what’s not.

TripAdvisor and the like means that they’re not afraid to give feedback and it’s gold dust when it comes to refining and evolving your programme and approach.

It also shows that you actually care about making the programme work for them.

 

Remember, the ultimate goal here is to create a programme that doesn’t just teach, but inspires.

We’re talking about turning new professionals into future leaders, and that takes more than a standard issue training manual, so give them an experience that should be as unforgettable as their first job offer.

 

Dan Symonds