Developing skills that will enhance career growth is important for college graduates entering the workforce. According to a recent LinkedIn Workforce Confidence Index survey, they look for employers who provide opportunities to learn and practice these new skills.
These new entrants to the job market want leadership training and continued growth and development, according to Liz Pavese, director of behavioral sciences at Berlin-based CoachHub.
These skills can be acquired through on-the-job projects, expanded assignments, formal mentoring and learning and development programs so they can progress through the organization, she said. .
And new graduates want to know how to integrate the new skills they learn, how they become more tangible and how to be part of leadership development, she noted, and advised employers to look at the development components of the integration experience.
“Beyond the introduction to the job, the assimilation of the company and the culture… what is in place in terms of interviews and career planning?” she asked. “What tools do managers have in their toolbox to have very good one-to-one interviews [conversations] early” to find out what motivates these new employees?
Employers looking to attract new graduates must strategically address their training and development needs, said Suneet Dua, director of revenue and product and technology growth at PwC US in San Francisco.
These workers, Dua said, “want instant impact, instant reward” and skills they can use the next day.
“Gen Z is the cohort that is going to make the big difference in this fourth industrial revolution,” Dua said. “Employers need to start embracing [that] new technologies, and development is a reality. The faster they do it, the better their organization will be.”
PwC has taken steps to develop its people for the digital age.
“Not everyone needs to learn to code, but a lot of people need to understand and deal with artificial intelligence, data analytics, self-driving vehicles and other technologies that we can’t. yet to predict, those emerging now and those to be created in the future,” wrote Bob Moritz, president of the PwC Network, and Carol Stubbings, global co-head of people and organizations practice at PwC, in a report by PwC.
About two-thirds of employers (63%) invest in skills training because it directly fills skills gaps and is seen as a good return on investment, according to a survey by the Society for Human Resource Management (SHRM) in collaboration with the United States Chamber of Commerce Foundation. The results were based on responses from 1,343 HR professionals who were members of the SHRM.
Skills development also serves as a retention tool, especially for new employees entering the workforce.
“Internal mobility tools, like internal talent networks and employee development programs, help create an internal hiring culture by showcasing available opportunities and what talent needs to do to achieve growth,” according to the ICIMS 2022 report. Class of COVID-19.
Marriott International has taken a different approach to development. Its Voyage Global Leadership Development program is offered to recent university graduates in 50 countries. After successfully completing the 12 to 18 month training, participants can embark on a career within the company. The goal is to prepare those accepted into the program for an entry-level leadership position at Marriott International.
Tips for Developing New Graduates
Consider the following development strategies:
- Provide training that employees can immediately apply to their work.
Leadership and management training is a top priority for 49% of Gen Z, just ahead of soft skills training (48%) and mental health training (47%), according to a TalentLMS/Bamboo survey of of 1,205 people aged 19 to 25.
Respondents had been in the workforce for at least the past six months before the survey was conducted between March 25 and April 3.
Avoid training new employees on skills they don’t need, such as specific software that doesn’t apply to their job.
- Drive a digital skills baseline for all employees and jobs.
“You have to start looking at where in your business [you] have a lot of inefficiencies,” Dua said.
- Provide microlearning to prepare employees for career advancement.
A digital synthesis event, such as a bootcamp, where skills can be applied 24 or 48 hours later is one method to instill microlearning, according to Dua.
- Offer training via smartphones.
More than 6 in 10 respondents (62%) prefer this mode of learning, according to the TalentLMS/Bamboo online survey. Respondents had been in the job for at least six months. An almost equal number of respondents (59%) think they would learn better and faster with this style of training.
- Offer training in shorter sessions.
Almost two-thirds (63%) said they would retain more if the training was offered in shorter sessions; 56% said videos would make training more engaging. PwC offers all employees three days of learning per year.
“Our employees work a lot and… the last thing they’re going to work on is retraining” in addition to the normal working day, Dua said. “[We tell them] you must take three days as part of your benefits package for training – as a group, as part of a cohort, individually. … No one will disturb you during this time.”
- Include training in skills that help new grads navigate change.
- Match new hires with a co-worker.
A seasoned mentor can help a new employee develop networks and offer advice on how the organization works.
The early days of an organization are critical times, Pavese said, and can be overwhelming.
“That’s where you start to build some of the networks and integrate into the culture.”
Additionally, a professional coach can provide a safe, confidential space for work-related conversations, she said.
“Advancement is a real thing,” Dua said. “The fastest [employers] do that, the better their organization will be.”