Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding
PeopleScout helped Wates to attract and engage a wider range of candidates to the male-dominated construction industry through a vibrant and inclusive employer brand and assessment center.
7,918applications generated (30% from women)
343candidates assessed
1 /3of offers went to women despite being underrepresented in the industry
Situation
The construction industry’s image has remained virtually unchanged for years—dominated by hard-hats, high-vis, and steel beams rather than stories highlighting inclusion, innovation, collaboration or opportunity.
When Wates, a UK development, building and property maintenance company, needed to recruit 81 trainees across 21 roles and 28 locations, our priority was to stand out meaningfully in a crowded market. Despite its impressive 125-year legacy as an industry leader, Wates suffered from limited brand awareness.
Our objectives were clear:
Raise overall awareness of the Wates organization
Encourage a shift in industry perception
Attract a more diverse range of candidates
Solution
With these hard-to-fill roles distributed nationwide, we needed a targeted approach. Based on research, we developed four distinct audience personas that represented our target demographics, which then informed our channel strategy and creative approach.
Authentic Messaging
We crafted a new compelling, narrative that brought together everything Wates stands for:
Creating tomorrow together.
Headlines embodied Wates’ core values, speaking directly to the impact individuals would have on the company’s legacy while highlighting key benefits of joining the organization.
Distinctive Visual Identity
We developed bold, vibrant visuals that stood apart from industry norms. Our creative approach demonstrated how professional and personal lives intertwine, visually representing work-life balance and inclusivity. A dedicated photoshoot allowed us to not only capture images but also collect employee stories that inspired a bespoke set of illustrations.
Inclusive Assessment Process
We redesigned the video interview process to ensure accessibility for all candidates. While maintaining a standardized process to ensure fairness, each of the 21 roles required careful manual shortlisting based on performance metrics. With 343 candidates advancing to assessment, we conducted virtual assessment centers over three weeks, with each role getting a dedicated day.
Results
The campaign generated exceptional engagement:
518,000 impressions (40% from TikTok)
7,918 applications
2,022 candidates invited to video interview
343 candidates progressed to assessment centers
30% female representation at application stage, increasing to 34% at offer stage
117 offers extended
“We’re delighted with the quality of candidate applications and how much the collaborative work ethic stood out.”
– Annette, Wates
At a Glance
COMPANY Wates
INDUSTRY Building & Construction
PEOPLESCOUT SOLUTIONS Talent Advisory
ABOUT WATES The Wates Group was established in 1897 and is one of the leading privately-owned, construction, development and property services companies in the UK. They employ almost 6,000 people, working with a range of clients and partners from across the public and private sectors.
My children are about eight to nine years away from entering the world of work. As a parent, it’s both exciting and daunting to think about the future careers of my children. With rapid advancements in technology and shifts in the global economy, the job market of today will undoubtedly look very different in 10 years when my kids are entering the workforce.
While automation will displace many jobs, it will also create new jobs, generating significant benefits for businesses and economies by lifting productivity and economic growth. According to the World Economic Forum’s Future of Jobs Report 2025, by 2030, the creation of 170 million new jobs (14% of today’s employment), offset by the displacement of 92 million current jobs (8%), will result in net growth of 78 million jobs (7%).
For organisations with early careers programmes, understanding these shifts is crucial. The pipeline of emerging talent will need different skills, experiences and expectations than previous generations in order to have the capabilities necessary drive organisational success in the coming decades. Here are some key insights into how the changing job landscape will impact early careers programmes, the types of roles that will emerge and how to prepare the next generation of talent.
Jobs That Might Disappear
As technology continues to evolve, several traditional roles are projected to decline significantly:
Postal Workers: The rise of digital communication methods and automated sorting systems are already reducing the reliance on traditional postal services. The World Economic Forum identifies Postal Service Clerks among the fastest-declining roles in the job market.
Print Journalists: The decline of print media and the shift towards digital news consumption has led to fewer opportunities for print journalists, with many news outlets now digital-first or entirely online.
Community Banking: The increase in online banking, mobile banking apps and ATMs has reduced the need for in-person bank tellers. Bank Tellers are among the fastest-declining roles globally.
Travel Agents: Online travel booking platforms and AI-driven travel assistants are making traditional travel agent roles less common.
Taxi Drivers: The rise of ride-sharing apps like Uber and Lyft, combined with the development of autonomous vehicles, could significantly reduce the demand for traditional taxi drivers.
Telemarketers & Customer Service Reps: AI-driven customer service and sales platforms, along with stricter regulations on telemarketing, are reducing the need for human telemarketers and customer service workers, often a common first job for many young professionals.
Librarians: Digital libraries and online information resources are diminishing the need for traditional librarian roles, though there will still be a need for digital information specialists.
Factory and Assembly Line Workers: Robotics and advanced manufacturing technologies are increasingly handling tasks that once provided steady employment for those entering the workforce without higher education.
Data Entry Clerks: The World Economic Forum lists Data Entry Clerks among the jobs seeing the largest decline due to automation and AI advancements.
Retail Cashiers: The rise of e-commerce and self-service kiosks in retail stores are diminishing these roles, which have historically provided flexible employment for students and recent graduates.
Whilst some of these roles may not be considered ‘career roles’, they are an important step on the work ladder for early careers talent. Before I found my feet and whilst still deciding what I wanted to do, I had a number of temp roles doing data entry, customer service and telemarketing. Declining numbers in these roles that have historically served as steppingstones for early careers talent could have significant impact on early careers employees and employers.
Impact on Early Careers Programmes
The decline in these traditional entry-level roles presents significant challenges for early careers recruitment strategies:
Shrinking Entry Points: Many traditional entry-level positions for graduates and school leavers are disappearing. This means fewer natural entry points into organisations, requiring companies to create more structured early careers pathways.
Skills Gap Widening: As routine tasks become automated, the skills gap between education and employment is growing. Entry-level roles increasingly require more advanced technical skills and digital literacy from day one.
Higher Expectations for Early Talent: With fewer administrative or process-driven roles available, early careers talent is expected to add value more quickly, often needing to demonstrate complex problem-solving and critical thinking skills immediately.
Reimagining Work Experience: Companies must rethink work experience, internships and placement years to provide meaningful exposure to emerging technologies and future-focused skills that automation cannot easily replace.
Increased Competition: As traditional entry points decrease, competition for remaining early careers opportunities intensifies, making employer branding and candidate experience more critical than ever.
To address these challenges, early careers programmes must evolve. Talent acquisition leaders should consider creating rotational experiences that expose emerging talent to a variety of business functions, developing accelerated digital upskilling programmes, and establishing mentorship opportunities that help bridge the experience gap.
Jobs That Will Significantly Change for Early Careers Talent
According to McKinsey Global Institute, at least 30% of work activities that could be automated for about 60% of occupations. Rather than complete displacement, many entry-level and early career roles will undergo significant transformation.
JuniorHealthcare Professionals: The integration of telemedicine, AI diagnostics, and wearable health technology are changing how healthcare is delivered. Early careers talent will need to be comfortable with digital patient management systems and telehealth platforms from day one.
Teachers and Educators: The rise of online education, virtual classrooms, and AI-driven personalised learning experiences are transforming teaching. New educators will need to be proficient in digital tools and platforms, incorporating technology into their teaching methods and focusing on facilitating learning rather than just delivering knowledge.
Manufacturing and Production Workers: Technological advancements in AI, robotics, and automation will drive both job creation and decline, with manufacturing roles evolving to focus more on overseeing and maintaining automated systems. Early careers talent in this sector will need skills in robotics, programming and systems management rather than traditional manufacturing processes.
Financial Graduates: AI and advanced analytics will handle much of the data processing and routine analysis that junior finance professionals typically managed. Early careers talent will need to focus on interpreting data and providing strategic insights rather than data gathering. The World Economic Forum notes that Fintech Engineers are among the fastest-growing jobs in percentage terms, representing a shift in early financial careers.
Supply Chain Coordinators: With the rapid expansion of e-commerce, warehousing jobs have grown 61% in the last decade. At warehouses, depots, and logistics centres throughout the supply chain, there is a growing need for human workers with the skillsets necessary to manage a more complex, interconnected and tech-enabled supply chain.
These changes highlight the increasing importance of digital literacy, adaptability and continuous learning for early careers talent. The traditional learning curve for new graduates is getting steeper, with expectations to contribute meaningfully to technology-driven processes from the beginning of their careers.
Emerging Early Career Opportunities
Much as technologies of the past have done, automation will create new entry-level occupations that do not exist today. Here are some promising examples of future job opportunities for early careers talent:
AI and Machine Learning Specialists: According to the World Economic Forum, AI and Machine Learning Specialists are among the fastest-growing roles. Early careers talent looking to enter these professions need a strong background in computer science, programming, statistics and data analysis. Companies are increasingly creating graduate pathways specifically for these roles.
Cybersecurity Analysts: The World Economic Forum ranks networks and cybersecurity among the top three fastest-growing skills. Entry-level roles in this field are expanding as organisations build security teams to protect expanding digital infrastructure. Early careers talent should focus on network security, ethical hacking, risk management and security compliance.
Sustainability and Environmental Specialists: With 47% of employers expecting climate-change mitigation to transform their business in the next five years, organisations are creating early careers paths in sustainability. Entry-level roles supporting renewable energy engineers and environmental specialists represent growing opportunities for graduates with relevant knowledge.
Data Analysts and Data Scientists: Big Data Specialists are among the fastest-growing jobs in percentage terms. Early careers programmes in this area are expanding rapidly, seeking talent with skills in data mining, statistical analysis, programming and data visualisation.
Remote Work Support Specialists: According to the World Economic Forum, 83% of employers plan to provide more opportunities to work remotely, creating significant demand for professionals who can support distributed workforces. These roles represent new entry points for early careers talent with strong organisational skills and digital communication tools proficiency.
Health and Wellness Coaches: Supporting employee health and well-being is becoming a strategic priority, with 64% of employers identifying it as key for talent attraction. Early careers talent with knowledge in nutrition, fitness, mental health awareness and coaching may find entry-level opportunities across sectors.
Robotics Engineers: With 58% of employers expecting robotics to transform their business by 2030, early careers pathways are emerging for talent with skills in mechanical engineering, electronics, and programming. Graduate schemes specifically focused on automation and robotics are becoming more common.
Virtual Reality (VR) and Augmented Reality (AR) Developers: LinkedIn data shows Game Designers and Game Developers grew by 58% and 40% respectively as the UK games sector hit record size during the pandemic. New entry-level positions for those with skills in 3D modelling, design and user experience are emerging. These roles often don’t require extensive experience, making them accessible to recent graduates.
Sustainable Agriculture Technicians: The focus on climate change adaptation is driving innovation in food production systems, creating entry-level roles in agricultural technology. These positions offer opportunities for graduates interested in agricultural science, hydroponics, and sustainable practices.
Blockchain Developers: Financial institutions and technology companies are developing entry-level pathways for those with knowledge of blockchain technologies. Early understanding of cryptography, programming, and distributed ledger technology can position graduates for these emerging roles.
Drone Operators and Technicians: Industries from construction to energy are creating new positions to support drone operations, data collection and analysis. These roles provide early career opportunities in a growing field without requiring extensive experience.
Genomic Counsellors: The growth in healthcare specialisations will continue to evolve as healthcare becomes more technology driven. Genetics, biology, and ethics will be areas of entry for early careers talent.
For early careers programmes, these emerging roles represent opportunities to create specialised graduate pathways that attract top talent in competitive fields. Talent acquisition leaders should consider developing targeted recruitment campaigns that highlight these future-focused opportunities to differentiate their employer brand.
Essential Skills for Early Careers Success
As occupations evolve alongside increasingly capable machines, early careers talent will need to develop a range of skills that may not be emphasised in traditional education. For talent acquisition leaders, understanding these skills is crucial for designing effective assessment and development programmes:
Digital Literacy: Beyond basic computer skills, early careers talent needs a strong understanding of digital tools, platforms, and concepts. The WEF report identifies AI and big data as the top fastest-growing skills, followed by networks and cybersecurity. Early careers programmes should incorporate digital assessments and training from day one.
Critical Thinking and Problem-Solving: With routine tasks automated, analytical thinking remains the most sought-after core skill among employers, with seven out of 10 companies considering it essential. Assessment centres and selection processes should prioritise these capabilities over technical knowledge that can be taught.
Adaptability and Lifelong Learning: The WEF report highlights that workers can expect 39% of their existing skill sets to become outdated by 2030. Early careers talent with demonstrated learning agility and curiosity will be better positioned to evolve with their roles. Graduate programmes should emphasise continuous development rather than fixed skill sets.
Emotional Intelligence: As automation increases, uniquely human skills such as empathy, communication, and teamwork become more valuable. The WEF identifies resilience, flexibility, and leadership as among the most sought-after core skills. Early careers development should focus on these interpersonal capabilities alongside technical training.
Environmental Awareness: Understanding sustainability issues is increasingly important across sectors. Environmental stewardship has entered the list of top 10 fastest-growing skills for the first time, driven by climate-change mitigation trends. Early careers programmes should incorporate sustainability awareness regardless of function.
For talent acquisition leaders, these skill requirements necessitate a shift in assessment approaches. Moving away from traditional competency frameworks toward evaluating learning potential, adaptability, and critical thinking will be essential for identifying successful early careers talent.
STEM Subjects: Science, Technology, Engineering, and Mathematics subjects provide the foundation for many future roles. Early careers programmes should consider developing partnerships with universities to influence curriculum design and create clear pathways from STEM degrees into organisations.
Interdisciplinary Approaches: LinkedIn data shows high demand for roles requiring a mix of technical and human skills. Graduate schemes that rotate early careers talent through both technical and commercial functions can develop this valuable blend of capabilities.
Environmental Focus: With sustainability becoming business-critical, early careers programmes should incorporate green skills development regardless of function. This could include sustainability projects, environmental impact assessments, or dedicated learning modules.
Ethics Understanding: As technology raises complex questions, early careers talent needs to understand ethical implications of business decisions. Development programmes should include ethical case studies and discussions, particularly for those working with advanced technologies.
Accelerated Digital Upskilling: Rather than assuming tech and digital skills will develop over time, organisations should front-load technical training in early careers programmes to enable faster productivity and contribution.
For talent acquisition leaders, this means reimagining traditional graduate development approaches. Annual intake models may give way to more frequent, specialised recruitment aligned to emerging skill needs. Development pathways will need to become more personalised, with greater emphasis on continuous learning rather than prescribed programmes.
Preparing Emerging Talent for the Future
The landscape for early careers talent is changing dramatically. Traditional entry-level roles are disappearing or transforming, while entirely new career paths are emerging. For talent acquisition leaders, this presents both challenges and opportunities to reimagine how organisations attract, develop and retain emerging talent.
Success in this evolving environment requires a fundamental shift in approach—moving from standardised graduate programmes toward more agile, personalised development journeys that emphasise continuous learning and adaptability. Organisations that create clear pathways into emerging fields, develop innovative assessment approaches, and build strong educational partnerships will gain significant competitive advantage in the talent market.
For the next generation entering the workforce, including our children, these changes promise exciting opportunities to build careers that may look very different from those that came before—careers that may not even exist yet. Our role as talent acquisition leaders is to help them navigate this uncertainty, providing early careers programmes that prepare both emerging talent and our organisations for a rapidly changing future.
When it comes to advising my kids on their future and the subjects they want to follow, it’s not straightforward. But as my Auntie once told me, you’ll be surprised just how much you will learn from your children. Kids are curious, and they aren’t stuck in historical thinking and norms. Our job is to guide them and encourage them to stay curious as we watch the world change!
In the United Kingdom, social mobility has gained more attention in recent years, particularly in relation to early career opportunities and their impact on an individual’s life trajectory. Social mobility refers to the movement of individuals or groups between different socio-economic positions within society—either upward (improving one’s social status) or downward. The impact that early career choices can have on social mobility cannot be overstated. The decisions made in the formative years of one’s professional life often set the stage for future opportunities, earning potential and overall quality of life.
Currently, the state of social mobility in the UK presents a complex picture. While progress has been made in some areas, significant challenges remain. The article explores the social mobility landscape and offers ways your early careers recruitment program can make a difference.
Historical Context of Social Mobility & Work
To understand the current state of social mobility in the UK, it’s essential to consider the historical context of social class in the country. Traditionally, British society was stratified, with divisions between the working class, middle class and upper class, which often determined an individual’s life chances from birth.
Over the past century, however, there has been a gradual evolution in social mobility. The post-World War II era saw significant changes, with the establishment of the welfare state, expansion of educational opportunities, and changes in the labour market contributing to increased social mobility. The 1950s and 1960s, in particular, are often referred to as the “golden age” of social mobility in the UK.
Key policies and reforms have played a crucial role in shaping social mobility. The Education Act of 1944, which introduced free secondary education for all, was a landmark policy. The expansion of higher education in the 1960s and 1970s, including the establishment of new universities, also opened up opportunities for many. More recently, initiatives such as the introduction of the National Minimum Wage in 1999 and the Equality Act 2010 have aimed to reduce economic disparities and discrimination.
Current Challenges for Social Mobility in Early Careers
Despite progress, significant challenges remain in achieving social mobility, particularly for early careers talent. These challenges can be broadly categorized into three main areas: education disparities, employment opportunities, and socioeconomic factors.
Education Disparities
Access to quality primary and secondary education remains uneven across the UK, creating a foundation for career inequalities that can persist throughout an individual’s life. Schools in disadvantaged areas often struggle with limited resources and difficulties in recruiting and retaining experienced teachers. This creates a challenging environment where students from working-class backgrounds must overcome significant obstacles to compete with their more privileged peers.
While overall university participation has increased in recent decades, students from disadvantaged backgrounds continue to face significant barriers in accessing higher education, particularly at elite institutions. Those who do secure places at universities often face additional challenges that their more privileged peers may not encounter, including financial pressures, lack of academic support networks and the need to balance studies with part-time work. These factors contribute not only to lower completion rates but also to reduced opportunities for networking, internships and extra-curricular activities that are often crucial for early career success.
Moreover, those who do attend are more likely to drop out before completing their degrees. Recent data from the Office for Students highlights that students from the most deprived backgrounds are significantly less likely to complete their university courses, with only 82% finishing their studies compared to 92% of students from the most advantaged groups. This 10-percentage point gap represents thousands of talented individuals whose potential remains unfulfilled.
The compounding effect of these educational disparities creates a concerning pipeline problem for social mobility in early careers. When students from working-class backgrounds face barriers at each stage of their educational journey, their ability to compete for prestigious graduate schemes and career advancement opportunities is significantly compromised. This perpetuates existing social inequalities and limits the diversity of talent that organizations can access.
Employment Opportunities
The transition from education to employment represents a critical juncture where social mobility often stalls, particularly in the realm of internships and entry-level positions. Recent research by the Sutton Trust reveals a troubling picture of how internships—increasingly essential for launching successful careers—have become a mechanism that reinforces rather than reduces social inequality.
Thirty-one percent of new graduates secured full-time employment through internship experience. However, access to these crucial opportunities remains heavily skewed by social class. The data shows a stark disparity: while 55% of middle-class graduates complete internships, only 36% of their working-class peers do the same. More concerning still, this gap has widened from 12 to 19 percentage points since 2018, indicating that the problem is getting worse, not better.
The financial barriers to accessing internships are substantial. The research reveals that 61% of internships offer inadequate compensation with 23% paying less than minimum wage and 21% entirely unpaid. This creates an obvious barrier for those from less privileged backgrounds. The impact is clear in the finding that 40% of unpaid interns rely on parental financial support—up significantly from 26 percent in 2018—effectively excluding those whose families cannot afford to subsidize their early career development.
The problem is compounded by how these opportunities are distributed. Internships are almost twice as likely to be secured through family and friends who work within an organization compared to through advertised positions. This “hidden job market” creates a double disadvantage for working-class graduates: not only are they less likely to be able to afford unpaid or low-paid internships, but they are also less likely to have the social connections necessary to access these opportunities in the first place.
Socioeconomic Factors
The interplay between educational disparities and employment barriers reveals a deeper structural challenge: how socioeconomic advantages create self-reinforcing cycles that perpetuate inequality across generations. This system of inherited privilege manifests in both obvious and subtle ways, creating what many now refer to as the “nepo baby” phenomenon—where family connections and inherited social capital play an outsized role in career advancement.
Those from privileged backgrounds often have access to “social capital”—a network of relationships that can provide insider knowledge about opportunities, make introductions to hiring managers and offer informal mentoring. This can be as valuable as formal qualifications, creating a parallel pathway to success that remains inaccessible to those outside these networks.
This advantage is compounded by the rising cost of living, particularly in major urban centres where higher paying career opportunities are concentrated. Those from wealthy families can afford to take unpaid internships, pursue additional qualifications, take career risks, and build professional networks through expensive social activities and events.
Meanwhile, those from working-class backgrounds face financial constraints that force them to prioritise immediate income over long-term career development. The rising cost of living, coupled with stagnant wages in many sectors, makes it increasingly difficult to save money or invest in further education and training that could enhance their career prospects.
The impact of these socioeconomic factors extends beyond individual careers to shape entire organizational cultures. When leadership positions are disproportionately filled by those from privileged backgrounds, it can create blind spots in understanding the barriers faced by others and perpetuate hiring and promotion practices that favour candidates with similar backgrounds.
Recruitment Best Practices to Improve Social Mobility in Early Careers
To effectively promote social mobility in early careers, organizations need to implement fair and inclusive recruitment practices, particularly during the critical assessment centre stage. The following best practices can significantly improve fairness and support for candidates from diverse backgrounds, helping to break down the systemic barriers identified earlier in this article.
Contextual Recruitment
Academic achievements and experience must be evaluated within the context of a candidate’s circumstances in order to achieve a fair assessment. Contextual recruitment are practices that acknowledge and accommodate the limiting and complex factors influencing applicants from deprived circumstances.
Tactics to consider:
Contextualized Applications: Implement systems that consider candidates’ achievements in the context of their background. For example, an applicant who achieved ABB at A-level while attending a low-performing school and facing socioeconomic challenges might be considered equivalent to a candidate with AAA from a high-performing school in an affluent area.
Diverse Shortlisting: Review shortlists for interviews and assessment centres to ensure they include a balanced representation of candidates from various socioeconomic backgrounds.
Inclusive Assessment Design
Traditional assessment methods can inadvertently favour candidates from privileged backgrounds who have had more exposure to professional environments, support from education and practice, and guidance on formalised testing. A well-designed assessment evaluates capability and potential through multiple lenses, giving all candidates the opportunity to demonstrate their capabilities.
Tactics to consider:
Accurate and Updated Assessment Criteria: The assessment criteria against which candidates are evaluated often contain implicit and invisible class-based definitions of what good looks like. This can effectively disadvantage candidates from lower socioeconomic backgrounds throughout the assessment process and reduce hiring diversity. Reviewing the criteria for these risk factors and updating them is an important first step in increasing diverse socioeconomic inclusion.
Varied Assessment Methods: Use a mix of assessment techniques (e.g., interviews, group exercises, situational judgement tests) to allow candidates different opportunities to showcase their abilities.
Skills-Based Assessments: Focus on assessing skills and potential rather than prior experience or knowledge that may be more influenced by socioeconomic factors.
Blind Evaluations: Where possible, use blind evaluation techniques to reduce unconscious bias. For example, remove names and educational institutions from written assessments.
Constructive Feedback: Offer detailed, constructive feedback to all candidates, regardless of outcome. This can be particularly valuable for candidates from disadvantaged backgrounds who may have had fewer opportunities for professional development.
Preparation and Support
Many talented candidates from disadvantaged backgrounds may be unfamiliar with corporate recruitment processes or lack the resources to prepare effectively. You can level the playing field by providing comprehensive support before the assessment.
Tactics to consider:
Pre-Assessment Information: Provide detailed information about the assessment process in advance, including what to expect, how to prepare and what will be assessed. This helps level the playing field for candidates who may not have access to insider knowledge or coaching. Include guidance on how candidates should and shouldn’t use Gen AI tools in their preparation to ensure candidates from all socioeconomic backgrounds take the opportunity to use them to prepare.
Practice Materials: Offer free, accessible practice materials and sample assessments to all candidates. These provide proportionately more benefit to those who have had limited access to resources already by virtue of their deprived educational or social background.
Travel and Accommodation Support: For in-person assessment centres, offering support with travel costs can ensure financial constraints don’t prevent talented candidates from attending.
Assessor Training and Diversity
The quality and composition of assessment panels significantly impact the fairness of recruitment processes. Well-trained, diverse panels are better equipped to recognize potential across different backgrounds and experiences.
Tactics to consider:
Unconscious Bias Training: Provide comprehensive unconscious bias training to all assessors involved in the recruitment process.
Diverse Assessment Panels: Ensure assessment panels are diverse in terms of gender, ethnicity and socioeconomic background to bring a range of perspectives to the evaluation process.
Structured Interviews: Use structured interview techniques with pre-determined questions and scoring criteria to ensure consistency in scoring methodologies and reduce potential bias.
Feedback and Continuous Improvement
Creating a fair recruitment process requires ongoing evaluation and refinement. Organizations should establish robust feedback mechanisms to understand what works and what needs improvement.
Tactics to consider:
Data Analysis: Regularly analyse recruitment data to identify any patterns of bias or areas where candidates from certain backgrounds may be disproportionately disadvantaged.
Candidate Surveys: Conduct anonymous surveys with candidates to gather feedback on the assessment process and identify areas for improvement.
Onboarding Support
Supporting candidates through their transition into the workplace is crucial for long-term success and retention, particularly for those from underrepresented backgrounds.
Tactics to consider:
Mentoring Programs: Offer mentoring programs to new early career hires, particularly those from underrepresented backgrounds, to support their transition into the workplace.
Skills Development: Provide additional skills training or support for candidates who show potential but may need to develop specific skills to succeed in the role.
Conclusion
While social mobility in the UK continues to face significant challenges, particularly in the realm of early careers, there are promising developments. Early careers recruitment practices play a crucial role in either perpetuating or breaking down barriers to social mobility. Progressive recruitment strategies can help level the playing field and provide opportunities for talented individuals regardless of their background.
By implementing these best practices, you can not only promote social mobility in early careers but also help your organization identify and nurture talent from a wider pool of candidates, benefiting both the individuals and the organization.
Apprenticeship recruitment has taken on more importance in early careers programs in recent years. According to UK Government data, the most recent academic year saw a 7% increase in apprenticeship starts and 10% increase in apprenticeship achievements. Organizations and employees alike are waking up to the fact that many skills can be learned on the job—and that it’s often more relevant training than a university degree.
Whether for workers just starting out or those changing careers, apprenticeships help people gain valuable skills and on-the-job experience as they move toward a career in their field. For employers, field and business apprenticeships are one of the best ways of engaging early careers talent or career changers. Whilst providing opportunities for hands-on experience and training, apprenticeships help businesses to develop a talent pipeline that is equipped with future-ready skills.
In this article, we’ll explore how designing and offering apprenticeship programs can be a smart way for organizations to create their own talent pipeline, close their skills gaps and diversify their workforce.
What is an Apprenticeship?
An apprenticeship is paid employment that offers on-the-job training and is often accompanied by classroom-based learning. Some employers may offer their own in-house training while others offer it in association with a college, university or other training provider. An apprenticeship must last at least a year but can go as long as 5 years. Through in-depth, job- and industry-specific skills training, apprentices gain a nationally recognized qualification or certification upon completion.
Apprenticeship programs are a great choice for individuals who are early on in their careers, who are looking to upskill or who are exploring a career change. Employers are responsible for ensuring that apprentices work with experienced staff, learn job-specific skills and receive time off from work to complete their classroom training.
Different countries have different laws and regulations around apprenticeships including wages and working hours. There are also various funding programs and government schemes available to encourage both workers and employers to embrace apprenticeships. For example, the UK Government introduced the (controversial) apprenticeship levy in 2017 which uses business taxes to fund apprenticeship training.
Types of Apprenticeships
A common misperception is that apprenticeships are just for manual or skilled trade jobs. Whilst there are many apprenticeship programs in the skilled trades, there are also apprenticeship opportunities for all kinds of careers from actuaries to arborists. For example, our client, National Highways, offers apprenticeship opportunities for project management, business administration, legal, surveying and data analysis. Organizations are increasingly embracing corporate apprenticeships and traineeships as a means of diversifying their workforce and creating opportunities for social mobility.
There are different levels of apprenticeship including degree apprenticeships which correspond to an equivalent education level. Completing a Level 2 apprenticeship is the equivalent of completing a GCSE, and a Level 7 apprenticeship is the equivalent of completing a master’s degree.
Benefits of Apprenticeship Recruitment for Employers
Apprenticeship recruitment can be an effective way of growing and upskilling your workforce. Here are just a few of the benefits for employers.
Building a Talent Pipeline
Companies in a variety of industries can build their own apprenticeship programs to help talent see the rewarding career opportunities available within their sector. As apprentices gain experience, organizations establish a pipeline of prospective employees.
Early careers employees see apprenticeship programs as proof of an organization’s investment in their success and are more likely to stay with an organization after completing the program. In fact, 80% of apprentice employers say they have seen a significant increase in employee retention. Clearly, apprenticeship recruitment is an excellent way to “grow your own talent” and reduce attrition.
Closing Skills Gaps
According to McKinsey, a whopping 87% of organizations are aware they already have a skills gap within their workforce or will experience one in the next few years. Apprenticeships offer a way to develop a new generation of workers to help your organization succeed into the future. A structured apprenticeship is an effective way to get a leg up in recruiting and retaining sought-after talent like software developers, data analysts and engineers. Indeed, 86% of employers said that investing in apprentices helped to develop relevant skills for the organization.
A third of employers agree that apprenticeships have helped improve diversity within their business. They are particularly effective for creating career opportunities and boosting earnings for workers from disadvantaged socio-economic backgrounds.
As more people struggle financially with student loans and education costs, apprenticeships have become an accessible career path for workers of all ages and backgrounds and give participants a shot at career success. They allow workers from underrepresented groups to increase their earnings potential—to work and earn money in the field while they learn. If your company cares about being a catalyst for sustained change in the community, apprenticeships are a great way to achieve this.
RPO + Apprenticeship Recruitment
As a leading recruitment process outsourcing (RPO) provider, PeopleScout helps organizations to obtain the talent and skills they need to succeed into the future through early careers recruitment solutions covering interns, graduates and apprenticeship programs. Unlike apprenticeship recruitment agencies, as an RPO partner, our expertise in talent acquisition strategy and workforce planning means we’re better equipped to successfully integrate apprentice programs into your overall talent attraction and training strategy. Plus, we have experts on staff that can design an assessment center that evaluates apprentice candidates against your organization’s values, culture and other requirements.
Elida Beauty: Supporting a Recruitment Surge from Outreach to Onboarding
Elida Beauty turned to PeopleScout to support an early careers recruitment project with Talent Campaign: Surge Support, part of PeopleScout Amplifiers™
650+applications generated
17offers accepted, achieving 100% of target
3months
Situation
When Elida Beauty, a personal care product manufacturing company, underwent a transformation including breaking away from their parent company, Unilever, they found themselves in need of a boost to support their industrial placement year roles across several UK locations.
Every year they bring in a number of industrial placements from various universities as part of their early careers program. These are students who spend a year learning “on the job” as part of their coursework. The Elida Beauty talent acquisition team had advertised for these opportunities, generating over 650 applications.
However, with this many applicants to whittle down to just 17 hires across 12 role types in marketing, finance, supply chain, sales, ecommerce and R&D, they turned to PeopleScout for support. We ot to work with our flexible recruiting service, Talent Campaign: Surge Support, part of PeopleScout Amplifiers™ suite.
Solution
The campaign was executed by a global team, led by a delivery director in our Krakow delivery center and supported by a team of senior recruiters in our global delivery center in Gurgaon, India.
To support the project, we stood up an ATS for the client and a bespoke landing page which provided candidates with more details about the roles, recruitment process and organization. Our recruiters handled all touchpoints, including:
Reaching out to applicants to gauge continued interest and availability
Executing a screening questionnaire to confirm eligibility and a screening exercise
Conducting telephone interviews with competency-based questions
Scheduling virtual interviews with hiring managers
Supporting a group exercise activity for successful candidates for the final screening step
In just three weeks, we were reached out to and screened all applicants and scheduled interviews.
We also supported the offer process and regularly checked in with successful candidates to keep them warm prior to their start date. All candidate communications were captured via a workflow in the ATS which allowed us to provide the Elida Beauty team with reporting at each stage of the recruitment journey.
Results
Ultimately, in just three months, we connected with and screened over 650 applicants, conducting 170 telephone interviews. Hiring managers were presented with a quality pipeline of 80 candidates for virtual interviews. As a result, we achieved our target of 17 successful hires for Elida Beauty for this industrial placement cohort.
At a Glance
COMPANY Elida Beauty
INDUSTRY Consumer Goods
PEOPLESCOUT SOLUTIONS Amplifiers
ABOUT ELIDA BEAUTY Elida Beauty was formed in 2021 and its original beauty and personal care brands included Q-tips®, Impulse, Caress, Tigi, Timotei, Monsavon, Brut, Moussel, Alberto Balsam, VO5 and more. In 2022, it became a formalised global business unit within Unilever Personal Care. It was announced in December 2023 that the Unilever group has concluded an agreement to sell its Elida Beauty business to Boston-based private equity firm Yellow Wood Partners and the transaction is due to be completed by mid-2024 following completion of customary closing and regulatory approvals.
The landscape of early careers recruitment is undergoing rapid transformation. As we navigate through economic uncertainties and technological advancements, both employers and emerging talent face new challenges and opportunities.
From the intensifying competition for top graduates to the shift towards skills-based hiring, the insights in our latest infographic will help you stay ahead in the evolving world of graduate and early careers recruitment.
Check out this infographic with key stats from the global early careers market.
As our infographic illustrates, the early careers talent market is at a critical juncture. While competition for top talent intensifies and application volumes surge, many organizations are grappling with resource constraints and outdated tech stacks. However, the shift towards skills-based hiring presents a promising opportunity to tap into a more diverse talent pool.
To thrive in this new landscape, employers must adapt their strategies to meet the expectations of Gen Z candidates while optimizing their recruitment processes. By leveraging the right technologies and focusing on skills over traditional metrics, organizations can position themselves as attractive destinations for emerging talent.
A well-designed early careers program is not just a nice-to-have—it’s a strategic imperative. As organizations vie for top Gen Z talent, those with robust, thoughtfully structured programs gain a significant edge. This article delves into the crucial elements of building a successful early careers initiative, and how engaging an RPO can help you structure your overall program and craft an effective early careers recruitment strategy.
The following guide will explore how to create a program that not only attracts bright, ambitious graduates but also nurtures their growth, aligns with your business objectives, and builds a pipeline of future leaders. From rotational schemes and mentorship opportunities to innovative early careers recruitment tactics, we’ll cover the essential components of how an RPO partner can set your early careers program apart.
The Impact of RPO for a Strong Early Careers Program
Establishing a robust early careers program can be a complex undertaking, but partnering with an experienced recruitment process outsourcing (RPO) provider can significantly streamline the process. An RPO partner brings specialized expertise in designing and implementing comprehensive early careers initiatives, from structuring rotational schemes and mentorship programs to crafting tailored development pathways. They can help align your program with current industry best practices, ensuring it appeals to Gen Z talent while meeting your organization’s strategic objectives.
Moreover, an RPO partner can revolutionize your early careers recruitment strategy, leveraging cutting-edge technologies and innovative approaches to attract top young talent. They can manage the entire recruitment lifecycle, from employer branding and candidate sourcing to assessment and onboarding, allowing you to focus on core business activities. By entrusting your early careers program to an RPO specialist, you’re not just filling entry-level positions—you’re investing in a scalable, future-proof talent acquisition strategy that will drive long-term organizational success and build a strong pipeline of future leaders.
Considerations for Your Early Careers Program
Before you can start thinking about how to recruit this dynamic generation, you need to think about how to structure your early careers program. Your RPO provider will guide you through some of the questions below as they help you create a blueprint for building your early careers program.
Early Careers Program Structure
What are the goals and objectives for your early careers program? Do you want to develop future leaders, or are you trying to find talent with particular skills?
Have you created an early careers success profile? Who is the ideal early careers hire that will meet your program objectives and fit your company culture? What skills and capabilities do they need? What behaviors should they exhibit?
What are your diversity targets for the early careers program?
What will the program look like? Will early careers hires join a particular team or department? Or will they go through rotations with various departments before specializing? How long will each rotation last? What will they do during each rotation?
How long is your early careers program? It could be one to three years, or even longer, depending on your objectives.
Will you hire continuously for your early careers program or bring in annual or semi-annual cohorts? How big is each cohort? You’ll need to balance your program objectives with providing individualized attention and fostering connections.
Do you have a dedicated early careers program coordinator? What about an executive sponsor or steering committee?
Work Environment & Support Systems
Where will your early careers talent work? Are they required to work from the office? Or are you open to hybrid working options to offer flexibility?
How will you ensure retention of early careers talent? Mentoring programs that pair early careers talent with experienced professionals and buddy systems for peer-to-peer support are two ways to foster engagement, inclusion and community.
Development Opportunities & Career Progression
What training will your early careers talent need to be successful in the short and long term? Are these materials already created or do you need to develop them? Does the training take place in person, virtually or a hybrid? Do you need to invest in learning and development (L&D) technology?
How will you measure the performance of your early careers talent? Gen Z loves feedback and will want to have career development discussions early and often. Your RPO partner can help ensure your managers and leaders are prepared with performance criteria and coaching frameworks.
What is the career path for your emerging talent? Is there one set path for your program, or will it depend on the individual? Clearly outline potential career paths within the organization and ensure early careers talent know how to find opportunities for internal mobility once they’ve completed the program.
Remember, an RPO partner will help you create a program that develops talent who align with your organization’s culture and strategic objectives. Plus, they will regularly review and adjust your program to ensure it remains relevant and effective in training and retaining top talent.
Structuring Your Early Careers Recruitment Campaigns
Once you know what your early careers program will look like, your RPO partner will then help you structure the recruitment process. Rolling and block campaigns are two different approaches to structuring early careers recruitment efforts. Both approaches have their merits, and some organizations use a hybrid model. The choice depends on factors like industry norms, organizational needs and the types of roles being filled.
Rolling Campaigns
In a rolling campaign, you recruit early careers talent throughout the year. Applications are accepted continuously, and candidates are evaluated as they apply. This means rolling campaigns can be more resource-intensive to manage and may make it harder to compare candidates directly.
Benefits & Considerations for Rolling Campaigns:
Flexibility for both employers and candidates
Ability to fill positions as needs arise
Potentially shorter time-to-hire due to quicker responses and hiring decisions, which can keep candidates engaged
Opportunity to capture top talent year-round
Continuous recruitment aligns well with ongoing social media strategies, allowing for regular content and engagement opportunities
Fewer applicants at a time means you can offer a more personalized recruitment experience, which Gen Z appreciates
Block or Cohort Campaigns
Block campaigns, also known as cohort recruiting, involve recruiting during a specific timeframe, often aligned with the academic calendar. For example, you might have an intern recruitment campaign in the spring to hire a cohort of summer interns, or you might hire in the spring to capture students as they graduate. Block campaigns are common in industries with predictable hiring needs and can be more efficient for processing large numbers of entry-level positions.
Benefits & Considerations for Cohorts
Set application deadlines and structured hiring cycles appeal to Gen Z’s desire for transparency and help them plan accordingly
Great for internships and graduate programs that follow the academic calendar
Creates a sense of urgency and competition among candidates inspiring them to put their best foot forward
Allows for batch processing of applications making it easier to manage large volumes all at once
Allows for group assessments centers or virtual events, which can showcase your company culture and allow candidates to interact with peers
Can be perceived as fairer and more inclusive, which are important values for Gen Z
Hybrid Approach
Consider a hybrid model that combines elements of both rolling recruiting and cohort campaigns. It might look something like:
Main recruitment drives (cohorts) for graduate programs or internships
Year-round opportunities (rolling) for specific roles or departments
Benefits & Considerations of Hybrid Early Careers Recruitment
Attracts a wider range of candidates, including those who may not align with specific cohort timelines
May require additional resources and careful planning to manage both rolling and cohort recruitment simultaneously
Can help distribute the recruitment workload throughout the year, potentially reducing stress on internal teams during peak periods
May create challenges ensuring consistent assessment and selection processes across both recruitment methods
May complicate budget forecasting for recruitment and training
RPO & Early Careers Programs
By partnering with an RPO, organizations can leverage their expertise to design comprehensive early careers programs that align with their strategic goals and resonate with Gen Z candidates. From innovative recruitment strategies to structured development paths, these programs offer a multifaceted approach to nurturing young professionals. Companies that invest in robust early careers initiatives will find themselves well-positioned to build a dynamic, skilled workforce capable of driving future success.
By James Chorley, Talent Solutions Director My children are about eight to nine years away from entering the world of work. As a parent, it’s both exciting and daunting to think about the future careers of my children. With rapid advancements in technology and shifts in the global economy, the job market of today will…
In the United Kingdom, social mobility has gained more attention in recent years, particularly in relation to early career opportunities and their impact on an individual’s life trajectory. Social mobility refers to the movement of individuals or groups between different socio-economic positions within society—either upward (improving one’s social status) or downward. The impact that early…
Early careers recruitment is undergoing a seismic shift as Generation Z enters the workforce en masse. Gone are the days of one-size-fits-all early careers hiring strategies. Gen Zers aren’t shy about demanding more—more purpose, more flexibility, and more growth opportunities. Organizations who can navigate these expectations will win the hearts of Gen Z in the workplace.
Meeting these expectations isn’t just about filling entry-level positions; it’s about future-proofing your organization. In this new landscape, companies that crack the code of Gen Z recruitment will gain a significant competitive edge. Let’s explore some of Gen Z’s expectations and ways you can revolutionize your early careers recruitment to attract and retain the brightest minds.
Consumer-Like Experiences in Early Careers Recruitment
This generation and mobile devices go hand-in-hand—literally. They’re accustomed to digital consumer brand experiences delivered through online platforms and mobile apps.
Organizations that present tech-powered experiences throughout their recruitment process will get ahead with Gen Z. Consider incorporating:
Mobile-enabled application processes with personalized and automated workflows
Peer-driven recruitment content on socials
Booking and confirming interviews via text message
Tailored email campaigns and meaningful communications that provide hints and tips and explain timelines clearly
However, just because they’re digital-first, doesn’t mean Gen Zers don’t appreciate a human touch, so personalization is a must-have with regular check-ins from human recruiters to ease anxiety and build connection.
Authentic Storytelling
Gen Z job seekers trust employees three times more than the company to provide credible information on what it’s like to work there. They want to hear from their peers, real people who can share their lived experiences in the program or at your organization. Focus on employee generated content rather than highly staged and polished marketing content.
Featuring existing employees as brand ambassadors in early careers attraction content will help build trust and authenticity. Plus, it will help candidates see themselves in the role.
Opportunity to Demonstrate Potential
When it comes to early careers talent, their lack of experience makes it hard for employers to differentiate between candidates using résumés and CVs alone. Using a CV-blind approach, where only the critical requirements are assessed, helps to reduce unconscious bias and level the playing field.
Emerging talent tends to struggle with competency-based questions and may have difficulty understanding how their studies could apply to a given role. And often, those candidates excelling in competency-based questions have utilized generative AI tools like Chat GPT or coaching from their careers service—which can result in an inauthentic assessment of the individual.
Struggling to give evidence of a skill or behavior (i.e., competency questions, “tell me about a time when…”) when there is a lack of experience, doesn’t mean there is a lack of the potential. Leveraging realistic job previews, skills-based assessments or job simulations and situational-based interview questions gives emerging talent a feel for the job by showing them a snapshot of the real-life, day-to-day tasks of the role and the working environment. They are effective screening tools, giving candidates an opportunity to show how they might perform and demonstrate their potential. This helps level the playing field, and it can reduce early attrition by setting the right expectations from the start.
Receiving & Giving Feedback
What Gen Z lacks in experience, they make up for in enthusiasm. They’re keen to learn and grow and seek feedback in everything they do. While a candidate may or may not receive a job offer, feedback that they can use as they move forward in their career is the next-best outcome.
Often, candidates may receive a generic email or—even worse—no communication at all. When they’ve invested a considerable amount of time and effort into an organization, no feedback can leave a bad taste. At every stage, taking the time to provide personalized feedback gives candidates actionable steps that they can take going forward in the process, or if they’ve been rejected, that they can use to apply to your company again in the future. If the candidate was a close match, the feedback you provide could help them become the ideal candidate in your next cohort.
Additionally, with their consumer experience, Gen Z are keen to give feedback. In the absence of a mechanism for feedback, disgruntled candidates can take to social media and student forums to share their experiences and damage your employer brand. Instead, ask for feedback via a candidate experience survey like a Net Promoters Score (NPS) survey, which will allow you to measure your candidate experience and act on the feedback. In addition, monitor your social media platforms and forums and respond to demonstrate that you’re listening and taking it seriously. You may even consider offering candidates a means of contact via a dedicated email inbox and respond to any feedback you receive in a meaningful way.
Leveraging RPO Expertise for Early Careers Recruitment
Adapting your early careers recruitment to meet Gen Z’s expectations can be a complex undertaking, but you don’t have to go it alone. An experienced recruitment process outsourcing (RPO) partner can be instrumental in revolutionizing your approach. These specialists bring a wealth of knowledge about the latest recruitment trends, technologies and Gen Z preferences. An early careers talent solution can help you redesign your recruitment processes, craft compelling employer branding strategies and implement cutting-edge assessment techniques that resonate with emerging talent. Moreover, an RPO partner can provide the scalability and flexibility needed to handle fluctuating recruitment volumes, ensuring you’re always ready to capture top Gen Z talent.
By leveraging an RPO provider’s expertise, you can quickly transform your early careers recruitment program into a powerhouse that not only attracts Gen Z candidates but also sets the stage for building a pipeline of talent that will drive your company’s future success. The organizations that adapt now will reap the rewards of a diverse, skilled and motivated workforce for years to come.
