Intellectual Property Notice The content within this Harvest Early Careers Research Report, Launch Slide Deck, and Brochure—including text, images, and designs—is the exclusive property of Harvest Resources and is protected by copyright. Unauthorized copying, distribution, or modification of this content is strictly prohibited without prior written consent from Harvest Resources. If referencing or sharing excerpts, please ensure proper attribution as follows: "This content is from Harvest Early Careers Research – Joining the Dots, published by Harvest Resources, January 2025."
Early Careers Research Insights
Joining the Dots
February 2025
Contents
1. Why this Research Matters Now
2. Research Approach
3. Research Findings & Summary of Challenges
4. Recommendations
5. Harvest Model – Early Careers Employee Experience
6. Harvest Solutions
1. Why this Research Matters Now
There are several factors that underpin and drive the need for this research, they include:
Changing Work Context
• New generation in the workforce – some already progressing to management roles
• Emerging evidence of divide / gap in perception between students / graduates and employers
• Employers recognise that the needs of young professionals have changed
• Post pandemic - changing workplace and changing work models. This is not a ‘change’ for Gen Z
• Different teams / divisions drive different aspects of the Early Career Employee Experience
• Skills scarcity currently stands out as the predominant challenge for employers
Gen Z will account for 27% of the workforce in developed countries globally by 2025.
World Economic Forum 2022
Who are Gen Z?
• First generation of fully-fledged digital natives
• Born around 1997 – 2012 (age range 12-27)
• Lives shaped by the financial crisis, global unrest, social media and the isolation of the pandemic
• Those currently in graduate programmes completed their college education online during the pandemic and started their graduate role online during the pandemic
• Their predominant experience of work models are remote, flexible or hybrid working
• How they ‘show up’ is often cited by employers as different to other generations
What does this mean for employers?
Gen Z are already completing graduate programmes and seeking post- programme roles
Some are already in junior management roles. Do we know enough about them? Until now Gen Z may have been managed by millennials, Gen X or Boomers, but now… Gen Z will become leaders of Gen Z. What do you want that to look / feel / be like in your company?
You will be attracting Gen Z to your company until 2030. This will then change to Gen Alpha.
Are you ready for this?
2. Research Approach
Research Participants – 3 Perspectives
GRADUATE INSIGHTS
STUDENT INSIGHTS
EMPLOYER INSIGHTS
Joining the Dots…
On transition to the world of work and the employee experience for early careers
GLOBAL REPORTS
GRADUATE INSIGHTS
STUDENT INSIGHTS
EMPLOYER INSIGHTS
10 Global Industry Reports
6 Universities 4 Focus Groups
Employers representing 18,000 employees 4 Focus groups
10 Companies 4 Focus Groups
o Business o Arts o Engineering
In the final year of study or postgrad
Primary qualitative & quantitative research conducted June – July 2024 / 70 x Survey responses
Global Insight Reports
Harvest has undertaken an analysis of many reports available online. Here are some worth a read.
• Generation Z Within the Workforce and in the Workplace: A Bibliometric Analysis • Understanding Generation Z in the workplace - New employee engagement tactics for changing demographics
• Helping Gen Z Employees Find Their Place at Work • Engaging Early Career Professionals in Ireland • Gen Z is bringing the optimism on gender equity. Companies need to keep up
• Hey bosses: Here’s what Gen Z actually wants at work
• 2024 Gen Z and Millennial Survey: Living and working with purpose in a transforming world
3. Research Findings
FOCUS GROUP FINDINGS
STUDENT
INSIGHTS
CHALLENGES IN JOBS MARKET & PERCEPTIONS
EXPECTATIONS OF EMPLOYERS
• Employers place experience as a key requirement and 100% of students agree. However, the opportunity to engage in internships / work placements is hard to find . The perception that students will receive fair salary for work is lacking
• To provide development opportunities throughout their career across the wider organisation
• Fair pay and benefits
• Opportunities to be part of a community and network
37% of employers rank experience as the most important qualification in an applicant, even more so than educational attainment - Harvard Business School
• I nnovative company that embraces technology
• Wellbeing is core
• Strong leadership and management providing clarity on expectations, but with a freedom to deliver
• Experience of recruitment processes are generally perceived as poor. Those with broad degrees experience uncertainty on career options and securing a role in today’s market.
SKILLS THEY FEEL THEY BRING
• Digital literacy
OPPORTUNITIES
• Innovation and creativity
• Internships are becoming more important for students; they see the process as an opportunity to identify the best synergy between person and workplace • Students believe ongoing study to post-grad level enhances employability. However, this may be at odds with many employers’ perception that experience is as or, more important
• New perspective
• Communication skills and flexibility
Master’s enrolment has increased by 30% in the last decade 2023 - AACSB
• Transparency
• Ability to work with diverse people
and groups and across different cultures
SURVEY FINDINGS
STUDENT
INSIGHTS
JOBS MARKET
40% prioritise the opportunity to apply what they have learned in college to the world of work. 22% will actively seek opportunities to join a large, global organisation. After this other expectations from employers are job stability, pay and benefits.
36% are concerned they will not get a job after graduation, despite a record low in unemployment rates.
Reasons:
• a perceived competitive jobs market
• employers looking for more than a degree / qualification
HYBRID WORKING
26% of students state a preference for traditional 9-5 hours in the office 5 days per week. The second most popular choice is to WFH 1- 2 days per week. However, if these days don’t match up with others that they need or wish to meet, it is a frustration. When asked about working less than 5 days a week, such as a 4-day compressed week, at the same salary level, only 6% chose this option .
Top concerns are:
1. Not getting a job / a job that fits their basic needs
2. Finding accommodation
3. Cost of living
4. Lack of guidance and support in their job
EXPECTATIONS OF CAREER
54% aim to apply for a full-time role in industry as opposed to a graduate programme. 65 % expect employers to support career progression with a clear progression plan . This is followed by a personalised plan and performance objectives. Finally, by fair pay and benefits.
Outcome: The problem is Not the shorter week, the real issue appears stems from How they are working
Summary of Challenges for Students
Core Challenges for Students:
Jobs: Negative outlook on the jobs market and a requirement for job stability at a fair wage. Work Experience: The paradox of students requiring experience to secure a job, versus employers’ credential / experience -based approach to recruitment. Recruitment : Navigating recruitment processes can be challenging. A perceived poor process leads to very negative recruitment / candidate experiences
FOCUS GROUP FINDINGS
GRADUATE
INSIGHTS
ALIGNING ON VALUES
Communications: Managers are not consistent in the provision of regular constructive feedback and guidance. Context Matters : There is a lack of information about ‘Why’ something is important and a rationale for decisions ‘ You would think that should be important for employers to consider in contemporary society .’ (Anonymous member)
Graduates are very clear on personal values and their alignment with company values. This is expected and actively sought. It is a core hygiene factor for staying in the organisation.
TRUST / FAIRNESS
DEVELOPMENT
Trust is critical. It is broken when what is promised by a graduate programme / experience is not upheld .
• Graduates seek opportunities to attend conferences, engage in professional networks, and receive mentoring from senior colleagues • Graduates are actively looking to learn how to say 'No' as a crucial aspect of maintaining well-being in the professional environment • Graduates with broad degrees tend to value rotational programmes more than those with specific qualifications
While this finding is expected, it highlights the risk of changing elements in the Employee Experience that graduates may consider important. Integrity and transparency of initiatives should not be compromised.
IMPORTANCE OF MANAGERS
Managers frequently fail to provide clear and effective communication on critical issues such as rotations and goal setting. This lack of clarity can hinder the development of trust between managers and graduates.
A study by the Stanford Graduate School of Business found that less than 25% of their employees rated their managers as well-calibrated communicators.
SURVEY FINDINGS
GRADUATE
INSIGHTS
These findings are based on the views of graduates from established graduate recruiters
• 25% would like to move abroad once they complete their graduate programme. This is different from wanting to leave the company • 75% feel their company has a clear structured way of attracting graduates • 62% feel their company has a clear development plan in place for 12- months • 100% feel their employer is giving them the opportunity to grow, develop and progress in the first 12-months (note this does not extend beyond 12-months) • 56% state they would leave a job if it interfered with their quality of life, prioritising personal happiness and values over job loyalty
What graduates most want, when applying for a role:
• Job stability
• Good / fair salary
• Opportunity to apply what they learnt in college to the world of work
• Opportunity to join a company that provides a clear development roadmap
• Opportunity to contribute to a company's vision
Research indicates that Gen Z tend to show lower employer loyalty compared to previous generations, largely driven by evolving values and work expectations . WorldatWork.Org, Simon Sinek, Financial Times
Additionally:
• Nearly a third (32%) of Gen Z workers are actively seeking new positions, suggesting they are open to frequent changes in search of ideal job satisfaction and alignment with personal values • Loyalty: While not specifically explored, did not emerge as a sentiment expressed by respondents. Loyalty is likely to be most prevalent in the first 12-months only
SURVEY FINDINGS CONTD.
GRADUATE
INSIGHTS
These findings are based on the views of graduates from established graduate recruiters
For a strong employee experience, graduates most want: • A supportive learning and development aligned with a clear development plan • Direct support with a personal career progression plan
For work models, graduates want:
• Option to Work-from-home (WTF) 2-3 days work model
• Hybrid work : Work models differ in teams / departments / rotations, 50% of those surveyed consider this unfair as everyone should have the same opportunities. The same 50% state they could do the job as effectively from home as other colleagues in other teams / rotations The remaining 50% consider it fair to expect graduates to attend the office more frequently than colleagues, acknowledging they are new to the business. While work model policy is the same for all employees, a small number of graduates surveyed expected to be present in the office more than other colleagues
• Strong benefits package in addition to base salary
• Work for an employer with clear company values that are lived by colleagues
For skills development, graduates expect employers to support them in developing specific skills such as:
I need to get to know my colleagues. My company has explained clearly to me why they expect me to be in the office more days per week than other colleagues - Anonymous Member
• Problem solving, communication and report writing
Summary of Challenges for Graduates
Core Challenges for Graduates:
Lack of Communication: Graduates cite a lack of clarity in job rotation pathways, changes in work practices and decisions affecting work-flow. Line Managers: Graduates struggle with change when they perceive a lack of context and a lack of communication from line managers or programme managers. Lack of feedback from managers and lack of goal-setting is also considered a core challenge. Trust: Changes to work schedules and rotations without clear communication and context can damage trust. Misconception on Skills : There is an assumption that grads have all the skills and are ‘ready now’ specifically in the use of PowerPoint, Excel and Word. Diary management skills are also cited as a concern. On the other hand, this cohort displays high levels of confidence in their capacity to understand and engage with technology and in their abilities in the use of other digital platforms.
FOCUS GROUP FINDINGS
EMPLOYER
INSIGHTS
SKILLS DEFICIT
EARLY CAREER OFFERINGS
Employers believe skill deficiency in Gen Z may include:
All employers engaged in this research have early career initiatives to attract candidates and develop talent in the short term and some, in the medium term. In general, it is part of their long-term talent planning.
• Adaptability, resilience, assertiveness, ability to show initiative, interpersonal awareness and social perceptiveness (social cues)
EVOLVING ROTATIONS
There’s good evidence that this young generation (Gen Z) seems less capable to deal with stress than previous generations - Simon Sinek
Almost all employers intend to review their overall graduate programmes.
Some employers will reduce the number of rotations on their programmes and some will move to no rotations. According to some, rotations can have a negative impact on graduates and their managers , as the HR team recognise not all grads have competencies that fit across the organisation and support all functions. Research shows that graduate programmes globally are undergoing dynamic shifts influenced by economic conditions, skill demands, and generational preferences - CFS Institute
WHAT EMPLOYERS BELIEVE GRADUATES BRING TO THE WORKPLACE • Graduates seek opportunities to engage in professional networks, and receive mentoring from senior colleagues • Graduates are actively maintaining a focus on wellbeing in the professional environment. In some cases, they are looking to learn how to say 'No’ and protect personal boundaries. • Some employers highlight digital acumen, fresh perspectives and creativity as relevant and present among graduates
FOCUS GROUP FINDINGS
EMPLOYER
INSIGHTS
WHAT EMPLOYERS THINK GRADUATES ARE LOOKING FOR, FROM THEM
Wellbeing, work-life balance, career progression, connection with colleagues, ongoing and consistent training, salary and benefits, good manager engagement, personal flexibility, ongoing feedback, a sense of purpose, a ‘lived’ ESG strategy, high profile and engaging work.
COMPETENCE VERSUS CONFIDENCE
Employers highlight many graduates display a high level of confidence. However, over-confidence that is not matched by competence is also recognised by several employers.
They (Gen Z) are really good at presenting a confidence that they don’t have” (often due to social media) - Simon Sinek
SURVEY FINDINGS
EMPLOYER
INSIGHTS
67% of employers believe students want to join a company that provides a clear development roadmap. Second to this is a salary aligned with the cost of living. Research on graduate attrition rates highlights factors contributing to high dropout rates, particularly after the first year:
The most popular work model with employer focus groups is hybrid - working 9am-5pm, 5 days a week, with the option to WFH 2 days a week. SKILLS EMPLOYERS FELT GRADUATES COULD BRING TO SHAPING THE FUTURE OF WORK INCLUDE: • Digital skills • Pushing creative initiatives and generating new ideas and ways of working • Bringing focus to corporate responsibility, • Challenging traditional ways of thinking about work practices and projects, • Further focus on work-life balance and, • Higher expectations of their managers in their communication and support roles.
1. Lack of Career Pathways
2. Lack of Mentorship/Support
92% of employers have an Early Careers Offering but the same percentage think it needs review. Employers feel students have high or very high expectations of employers to: • Support their learning with a clear development plan and support their career progression • To set clear performance objectives that relate to their role and provide fair pay / competitive base salary, including additional benefits • To work for an employer with clear company values that support wellbeing, inclusivity and a sustainability roadmap
Summary of Challenges for Employers
Core Challenges for Employers:
Misalignment: Several employers struggle to find a balance between graduates’ need for clarity and the business’s need for agility. Research pointed to a misalignment between graduates’ expectations of the Employee Experience and employer expectations of same.
Social Skills: Employers cite social skills and mindset as a significant challenge. Specifically, the lack of social acumen, people skills at work and, work ethic mindset.
Resources for Employers : Time and People – Resources are not always aligned across the Employee Experience journey. Resources can be inconsistent, available for attraction but not development. The scarcity of time to support the Employee Experience is the single biggest issue. Better Understanding: Not enough is known about the people and generation they want to attract. There is a general lack of awareness about what students and graduates want – this appears to be due to a lack of resources for same.
What are employers saying about their graduates
They want to learn. Learning is particularly important to them.
Expectations are high. They want flexible working, work-life balance, sustainability, career progression – promotions faster.
- FINANCIAL SERVICES EMPLOYER
- FMCG EMPLOYER
Work-life balance is #1 priority. Work must suit their lifestyle and schedule.
- FINANCIAL SERVICES EMPLOYER
Are employers expecting too much from young professionals?
We need young professionals who are adaptable, resilient, assertive and with the ability to show initiative.
We need decision makers, good problem solvers who are good project managers with strong communication skills. We need talent that bring fresh ideas, a fresh perspective so we can future proof our business.
- PROFESSIONAL SERVICES EMPLOYER
- FMCG EMPLOYER
Business is rapidly changing. We need people who get this.
- FINANCIAL SERVICES EMPLOYER
HARVEST
INSIGHTS
Close the Gap on Over-Confidence - Where would you map your graduates’ competence v. confidence?
They (Gen Z) are really good at presenting a confidence that they don’t have (primarily due to their use of social media) - Simon Sinek
v
v
Digital
Tech
AI
v
Interpersonal/Social Perceptiveness
Soft Skills v
v
v Business Knowledge
MS Suite Elements
COMPETENCE
4. Recommendations
Joining the Dots… End-to-end Early Careers Employee Experience
Key Recommendations
ONBOARDING & DEVELOPMENT
GROWTH & SUCCESSION
ATTRACTION
ENGAGEMENT & RETENTION
&
RECRUITMENT
• Adopt a more person-centred approach, and learn more about Gen Z for personalisation • Prioritise skills gap assessment in technology and social acumen • Implement a skills-first career pathway approach • Facilitate peer-set Q&A’s between managers & graduates • Establish an onboarding charter with managers • Map out clear career progression pathways - horizontal, linear and portfolio • Introduce Mentor Circles for onboarding • Upskill managers in coaching and mentoring skills for Gen Z
• Facilitate job rotation experience sharing . Seek to avoid negative gossip among grads. • Enhance transparency and rationale behind changes • Ensure consistency in rotations and team experiences • Implement ‘Buddy’ systems between experienced employees and graduates • Create opportunities for more internships and project work • Consider flexible and personalised benefits packages to fit with lifestyle preferences • Recognise and reward monthly achievements and milestones
• Create an environment to share new ideas and take initiative on projects • Provide structured feedback for self-directed career pathways • Allow for non-linear career progression • Facilitate ‘Bridging Skills’ workshops from Graduate to Professional • Grow a culture of mentorship and reverse mentorship
• Initiate early Student Engagement for stronger brand building • Invest in understanding Gen Z values and preferences • Map the entire employee experience from attraction onwards – user led • Streamline and simplify recruitment practices. Reevaluate assumptions and refine messaging • Break down siloes that impact the employee experience
MARKET
TOP RECOMMENDATIONS FROM COMBINED GLOBAL REPORTS
INSIGHTS
• Communicate your organisation’s societal commitments, especially during the talent recruiting process
• Hire smart, talented people with the right attitude and then match them with a role once inside the organisation
• Make environmental sustainability a priority for your organisation. It’s considered a hygiene factor
• Create latticed career paths and multiple work formats
• Set up internal talent marketplaces to match projects with needed skill sets
• Ease career anxieties with skills development
• Encourage managers and senior leaders to create more transparency about mental health
• Leverage the expertise of Gen X, Gen Y and Boomers to help mentor Gen Z
• Be intentional about creating opportunities for connection between members of Gen Z and other generations
• Get really focused on your employee value proposition
• Companies that let Gen Zers grow at their own pace are more likely to retain these workers
Overall, for Gen Z, “actions speak louder than words.”
5. Harvest Blueprint
Early Careers Employee Experience
Blueprint for Early Careers Employee Experience
PHASE 2 GEN Z LED
PHASE 3 CLOSING THE GAP ON ATTRITION
PHASE 1 INTENTIONAL HIRING
ONBOARDING & DEVELOPMENT
8.
Prioritise skills gap assessment. Upskill graduates early in their careers
1.
Identify the current and future business skills needs
5.
Review Credentials v Skills and Mindset based hiring
9.
Establish Managers Charter using Harvest’s 3E Rotation Model (Education, Experience, Exposure) Validate and finalise Charter with Managers & Graduates
2.
Examine each aspect of the existing graduate journey from attraction to succession Validate each activity against Harvest’s Graduate Experience Model (Simplicity, User-led, Fit-First, and Clarity) Revise Graduate Journey and Identify further siloes, blockages and pain points
6.
Validate the approach with internal stakeholders and line managers. Complete Harvest Skills First Profile Host train-the-mentor sessions mapped to Skills-First Profiles. Set up monthly Harvest Mentor Circles
3.
7.
10. Align with monthly Mentor Circles Agree on expectations, behaviours and outcomes. Avoid negative gossip
4.
Harvest Early Careers Portfolio: Tailored Learning Solutions
Intellectual Property Notice The content within this Harvest Early Careers Research Report, Launch Slide Deck, and Brochure — including text, images, and designs — is the exclusive property of Harvest Resources and is protected by copyright. Unauthorized copying, distribution, or modification of this content is strictly prohibited without prior written consent from Harvest Resources . If referencing or sharing excerpts, please ensure proper attribution as follows: "This content is from Harvest Early Careers Research – Joining the Dots, published by Harvest Resources, January 2025."
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