If you’re planning your graduate learning and development programme, you’re likely juggling budget conversations, design decisions, and the ever-present question: How do we make this cohort even better than the last?
The difference between graduate programmes that drive genuine capability and retention versus those that simply tick a box often comes down to asking the right questions early. Not just about content or logistics, but about the human experience you’re creating and the real-world impact you’re designing for.
Here are five critical questions worth sitting with while you’re still in planning mode.
Your current cohort is gold. They’ve just lived your programme and are about to step into the next phase of their career with you. Yet so many organisations move straight into planning the next intake without systematically capturing what this cohort experienced.
What worked? What didn’t land? Which sessions do they still reference six months later, and which have they forgotten? What capability gaps remain as they transition out of the programme?
The insights from conversations, manager feedback, and honest graduate reflections should be shaping your 2026 design. If you’re not actively learning from those rolling off, you’re missing your most valuable intelligence.
It’s easy to default to “what we’ve always done” when planning graduate programme. But the workplace your 2026 intake is stepping into looks different to the one your 2024 cohort entered.The real question is: what are the human skills your graduates genuinely need to thrive in your environment?
These also shift over time. The new skills your graduates might need in their first 90 days, will look different to those after 12 months.
A graduate development programme should support graduates with skills that are relevant at the time of learning, increasing learning transfer on the job.
Here’s an uncomfortable truth: graduate programmes often fail not because of the graduates, but because their managers don’t know how to supervise, coach, or develop early talent effectively.
A simple example is this: You can design the most brilliant learning journey for your graduates, but if their manager doesn’t know what capabilities their graduate should be developing, what is actually in the learning and development programme, and the behaviours they should be able to see and hear from their graduate on the job, the impact diminishes. The managers should also know what they can do to help their graduate apply these skills on the job, and appreciate the vital role they play in supporting their graduate’s development.
The best graduate programmes think systemically. They support both the graduate and the manager to feel connected to the learning journey.
True learning doesn’t happen in training rooms or virtual sessions alone. It happens in the flow of work – in conversations, in challenging projects, in moments of reflection after things go well or poorly.
If your programme feels like a series of disconnected workshops where graduates absorb content but struggle to apply it, you’re missing the critical piece: learning transfer.
The question is whether you’re designing for sustainable behaviour change. Are you building in on-the-job practice? Reflection mechanisms? Manager involvement in reinforcing what’s been learned? Does your programme create a genuine development journey, or just a calendar of events?
Most programmes lock in a 12-month plan and hope for the best. But graduate needs emerge throughout the year. Business priorities shift. Engagement can drop. Feedback might reveal something isn’t landing.
The programmes that truly excel have built-in flexibility and early warning systems. They use pulse checks, real-time feedback, and continuous dialogue to understand what’s working. They’re designed to evolve, not just execute.
It’s worth asking: if something isn’t working three months in, what’s your process for adapting? How will you know early enough to adjust? And who’s supporting you through those pivots?
These aren’t always comfortable questions. They require honest conversations, genuine curiosity, and sometimes a willingness to challenge how things have always been done.
But if you’re asking them now – while you’re still planning, while there’s time to design differently – you’re already ahead.
Because the ultimate benefit of getting this right isn’t just a successful programme, it’s a confident, effective, and engaged workforce. Graduates who don’t just survive their first year but thrive. Future leaders who are genuinely prepared for what’s ahead.
That’s what great graduate programmes create. And it starts with asking better questions.
We support graduate employers all over the world to get these questions right. If you would like to talk more, please get in touch!
The world of work is being reshaped by Artificial Intelligence (AI). From automating routine tasks to assisting in complex problem-solving, AI tools are becoming increasingly common. As a part of our daily work, simply knowing how to use AIit isn’t enough. We need to cultivate an ‘AI Mindset’ – a way of thinking and working that allows us to effectively collaborate with AI, leverage its power, and navigate its challenges ethically. For organisations, this means strategically investing in the uniquely human skills that make AI truly valuable.
Artificial Intelligence, particularly Generative AI (Gen AI) which can create new content, is transforming how we work. It promises enhanced efficiency, boosts creativity, and enables deeper analysis of data. However, as AI takes on more tasks, the skills needed in the workforce are shifting. It’s predicted that a significant portion of existing job skills will be disrupted by AI and automation in the coming years, making continuous learning and adaptability vital (DBL, 2025).
For organisations, the challenge isn’t just adopting AI technology, but ensuring their people have the skills to work alongside it effectively. Graduate programmes, for instance, must now equip new hires not only with technical knowledge but also with the human skills that AI cannot replicate. Without these skills, the potential of AI can’t be fully realised, and organisations risk facing new challenges.
This is why building an AI Mindset is crucial. It’s about fostering a workforce that can collaborate with AI, understand its outputs, and apply human judgment and creativity to achieve better outcomes.
An AI mindset is a combination of understanding AI’s capabilities and limitations and possessing the human skills to interact with it effectively and ethically. It’s about seeing AI not as a replacement, but as a powerful tool and collaborator.
At its core, an AI mindset involves:
Organisations looking to thrive in the AI era must invest in developing the human skills that underpin a strong AI mindset. It’s not enough to provide access to AI tools; employees need the capabilities to use them wisely and collaboratively. This is particularly important for early career professionals who are entering a world already significantly influenced by AI, as noted in the ISE Development Survey 2025.
Two key areas where human skills are essential for successful AI integration are collaboration and the ability to translate between machine and human insights.
AI can be a powerful collaborator, but it doesn’t replace the need for human teamwork. In fact, effective collaboration becomes even more important. Individuals and teams need to learn how to integrate AI into their workflows in a way that enhances, rather than hinders, collaboration.
One potential pitfall is the “Solo Trap” – the tendency to use AI in isolation, reducing interpersonal communication and knowledge sharing within teams. Organisations need to encourage a culture where using AI is a shared process. Sharing experiences with different AI tools and techniques and brainstorming together on how AI can solve team challenges, can promote effective AI use across the board.
Collaboration also extends to working with the AI itself. Treating AI as a dialogue partner, refining prompts, and iterating on responses is a form of collaboration that requires human flexibility and clear communication.
AI can analyse vast amounts of data and identify patterns or generate content at speed. However, these outputs often need human interpretation and translation to be truly useful to other people. This ‘translation’ skill involves understanding what the AI has produced, applying contextual awareness and judgment, and then communicating those insights clearly and persuasively to human colleagues or stakeholders.
Consider this hypothetical scenario:
Imagine a junior analyst, asked to quickly produce a sales performance report, uses an AI tool. The AI rapidly generates figures and summaries. However, the analyst notices some inconsistencies when comparing the AI’s output to company records.
This scenario highlights that AI can quickly produce information, but human oversight and the ability to interpret, verify, and communicate about that information are irreplaceable.
Another scenario illustrates the importance of human judgment in customer interactions:
A customer service team starts using an AI chatbot to draft responses to customer emails to improve efficiency. A team member notices that while the AI is fast, some replies sound robotic and don’t fully address the customers’ underlying concerns or emotional tone. Their manager, focused on speed, instructs the team to use the AI responses without edits.
These case studies, though hypothetical, demonstrate that investing in human skills like critical thinking, communication, collaboration, and ethical judgment is not a secondary concern but a fundamental requirement for organisations to successfully integrate AI.
Building an AI Mindset: Actions for Individuals and Organisations
Cultivating an AI mindset is a shared effort. Both you and your organisation have a role to play.
The integration of AI into the workplace is not just a technological shift; it’s a human one. Building an AI mindset is essential for individuals to thrive and for organisations to succeed. This requires a deliberate investment in the uniquely human skills that allow us to collaborate effectively with AI, interpret its insights, and apply our judgment ethically. By focusing on developing critical thinking, communication, collaboration, and ethical awareness alongside AI literacy, organisations can empower their workforce to harness the full potential of AI while maintaining the vital human element that drives innovation and builds meaningful connections.
“Why don’t they just get it?” is something we hear from line managers often. Many employers struggle with how to understand and manage Generation Z in the workplace. Particularly in multi-generational teams.
For young people themselves, new to the workforce, many are struggling in their own way. According to Deloitte’s Global 2024 Gen Z and Millennial Survey, approximately 40% of Gen Z respondents report feeling stressed all or most of the time. Only about half of Gen Z respondents rate their mental health as good or extremely good. Financial insecurity is a significant issue for Gen Z with many living pay cheque to pay cheque and the cost of living the primary worry for 56% of Gen Z’s. Work-related factors contribute significantly to their stress levels as well.
However, putting aside perceptions (and research) on Gen Z for just a moment, the reality is that transitioning from education to professional work for the first time, for many, is a monumental life change for any young person.
Integration into an organisation of any size can feel much like moving to a new country – one very different to their own. The culture is different and unusual. They speak a different language. And it is hard to know what to expect – or even what the expectations are. Navigating differences in rules and expectations, many of which are unwritten, and integrating effectively, is hard for any young person of any generation. Upon a baseline of existing stress, anxiety and financial pressure, this transition is likely even more difficult.
All of this despite the best efforts of employers in recent years to increase support in a range of areas, including mental health. So, what else can employers do to help Gen Z fit in without giving in?
We need to help Gen Z find practical ways to decode the workplace so they can feel like a local, quickly. Whilst staying true to their own values, strengths and developing their professional identity.
Research shows people working at intergenerationally-inclusive workplaces are twice as likely to be satisfied with their jobs and are less likely to look for a new one. In a recent study by The Inclusion Initiative at The London School of Economics, 87% of employees reported high productivity levels in organisations with age-inclusive work practices, compared to just 58% of employees from organisations without. (Forbes, 2024)
For Gen Z, an intergenerationally-inclusive approach is to give them the knowledge and tools to:
There is no shortage of workplace situations we can help Gen Z decode and better understand. Uncertainty about daily tasks, navigating formal meetings, untangling the dress code, networking with senior colleagues, handling difficult feedback, setting professional boundaries, managing competing priorities and having difficult conversations are a good starting point.
A human approach is needed to help employers, line managers and Gen Z decode the workplace, together. Especially in multi-generational workplaces. Conversation, sharing experiences, and using real life workplace scenarios is paramount. Through peer-to-peer and line manger conversations around scenarios we can better overcome the challenges multi-generational teams face, and those with young people new or recent to the workforce. This approach better allows for Gen Z to observe and learn, build quality relationships, and seek clarification and feedback on unwritten expectations – whilst keeping true to their values.
When we help Gen Z decode the workplace, everyone wins. Decreases in stress and anxiety and increases in sense of belonging, well-being, productivity, speed to value, and most importantly return on investment are all benefits employers, line managers and Generation Z can expect to see.
This is a better work environment for everyone. And maybe there’s the hidden opportunity in all of this for employers. Helping Gen Z to decode the workplace in turn creates a better work environment for everyone. The positive impact of engaging with Gen Z in the workplace is one that Elizabeth Faber, Deloitte’s Global Chief People & Purpose Officer, appears to believe in:
“Gen Zs and millennials expect a lot from their employers, and from business more broadly. Both generations have played a significant role in pushing the boundaries of what is expected from employers over the last decade, and it seems clear they will continue to do so … it requires employers to engage, listen, and adjust their strategies. But organizations who get it right will have a more satisfied, productive, future-fit, and agile workforce who are better prepared to adapt to a transforming world.”
Touche.
If you would like to talk about helping Gen Z to decode your workplace, please get in touch.
As the CEO of Development Beyond Learning (DBL), I’ve seen firsthand the transformative power of investing in early career talent. However, I also understand that for many businesses, particularly small and medium-sized enterprises (SMEs), the question of return on investment (ROI) is crucial. I’d like to share some insights on how to measure the ROI of early talent development and why it’s more critical than ever.
Measuring the ROI of talent development isn’t always straightforward. Unlike some business investments, the returns aren’t always immediately visible on a balance sheet. However, that doesn’t mean they’re any less real or impactful.
When we work with clients to evaluate the impact of our programmes, we focus on several key metrics:
It’s important to remember that the full benefits of early talent development often manifest over time. As our COO, Katie, points out, “While some aspects of learning can be commoditised, such as instructional videos or basic materials, our live, interactive approach provides a uniquely valuable experience. This isn’t a commoditised course; it’s a dynamic, personalised journey that leads to deeper, more lasting change.”
This live, interactive approach leads to deeper learning and more lasting change, which translates into long-term benefits for your organisation.
When considering ROI, it’s also crucial to consider the cost of not investing in early talent development. Organisations invest significantly into people and talent, particularly in that early career space, where DBL can support and add real value is making sure that investment is a success.
Without proper development, you risk:
At DBL, we’ve traditionally worked with large corporations to deliver bespoke training programmes. However, we recognised that SMEs often struggle to access this level of development for their early career talent.
That’s why we’ve launched DBL elevate, including our Career Jump-Start programme. These open programmes make our expertise accessible to businesses of all sizes, allowing SMEs to benefit from the same high-quality development that has driven success in larger organisations.
The Career Jump-Start programme focuses on three key areas that we’ve identified as crucial for early career success:
By focusing on these foundational skills, we help businesses maximise the ROI of their talent investment.
As we look ahead, the importance of effective early talent development will only grow. The skills gap between education and employment continues to widen and businesses that can bridge this gap effectively will have a significant competitive advantage.
Investing in your early career talent isn’t just about individual development — it’s about future-proofing your business. By equipping your young professionals with the skills they need to thrive, you’re building a more adaptable, innovative and resilient organisation.
At DBL, we’re committed to helping businesses of all sizes realise the full potential of their early career talent. Whether you’re a large corporation or an SME, the right development programme can yield substantial returns, creating a workforce that’s not just more skilled, but more engaged, more loyal and better prepared to drive your business forward.
Remember, in today’s rapidly changing business landscape, your people are your greatest asset. Invest in them wisely and the returns will speak for themselves.
Ready to see real returns on your talent investment? Explore our DBL elevate programmes and discover how our data-driven approach can deliver measurable results for your organisation’s early career development.