Reevaluating how young people enter and progress in the workplace

Expectations for those entering the workforce are growing as technology develops and priorities shift. AI is taking on a lot of traditionally entry-level work, which is reducing demand for graduates, and rising costs are slowing businesses’ hiring plans. As a result, youth unemployment is at an all-time high, and those still hiring young talent have failed to adapt their approaches and support their progression at the same pace.

This provides an opportunity for employers to reassess which skills they prioritise and create a more supportive experience throughout the early-career lifecycle.  To do this, there are three key areas that employers can focus on: reassessing their expectations, making career paths accessible and ensuring that development is embedded within roles.

1. Rethink expectations for early-career talent

Whilst qualifications and expertise are important, being ready for work today encompasses much more than ever before. With AI taking on much of the monotonous work, those at the start of their careers are now expected to exercise higher levels of critical thinking much earlier than in the past. Sheyman Addas, Chief People Officer at StorMagic, explains: “Being ‘job-ready’ today means more than having qualifications or being willing to learn. It means being able to contribute in a workplace where AI already handles many routine tasks. Employers increasingly expect young people to think independently, take initiative, communicate clearly and adapt quickly. Entry-level roles are not disappearing, they are simply changing due to advances in AI. For example, new starters may be asked to contribute ideas and exercise judgement earlier.”

As a result, businesses must reconsider how they assess whether new entrants are ready to meet these changing demands. Paraic O’Lochlainn, VP at eMaint, a Fluke Corporation Brand, notes: “Too often, employers recruit for experience rather than potential and then wonder why the talent pipeline is shrinking. Young people cannot build experience unless they are first given the opportunity.”

This narrowing talent pipeline is particularly evident across frontline sectors, where early-career talent often gain foundational workplace skills. “As youth unemployment reaches its highest level in more than a decade, many of the industries that have traditionally provided a gateway into work, such as retail and hospitality, are under increasing pressure,” explains Mark Williams, Managing Director, EMEA and Global Customer Success at WorkJam. “Rising labour costs, tighter operating margins and growing regulatory complexity are forcing frontline employers to slow hiring, making it harder for young people to gain the workplace experience that has long been the foundation of their careers. But reducing those opportunities too aggressively risks creating longer-term workforce challenges. Businesses instead need to find the right balance between operational efficiency and continued investment in early-career talent.”

• Make career pathways visible and accessible

Creating more accessible routes into work is important, but those starting their careers also need a clear understanding of the opportunities open to them and how their capabilities could apply across different roles. Darren Thomson, Field CTO EMEAI at Commvault & Board Member of TeenTech, explains how organisations can address this: “I’ve been a board member of TeenTech for almost a decade, a charity which helps young people learn about the opportunities for them in STEM. And those opportunities are endless! It’s not all about coding (unless you want it to be!) – there are a wealth of job roles that fall under STEM that we want to encourage young people to pursue, from engineers and technicians to designers and marketers. Recognising the importance of this work, Commvault became a TeenTech sponsor and has since supported students through hands-on cybersecurity workshops, mentoring and involvement in the TeenTech Awards programme. These initiatives play a crucial part in helping young people develop practical cyber skills while inspiring the next generation of technology talent.” 

• Build development into the job

Once aspiring professionals have entered the workplace, companies have a responsibility to ensure that they have opportunities to develop their skills and further their careers. Victoria Knight, Chief People Officer at Node4, emphasises: “Employers need to provide the structured pathways that help young people build the skills to thrive at work. Crucially, this shouldn’t come from one-off, static training programmes, but continuous, embedded learning that links directly to real roles and outcomes. Coaching, peer learning, and on-the-job experience help people build capability in real-world environments.”

Knight notes that this approach is particularly important as AI becomes embedded across the workforce: “At a time when businesses across every sector are looking for AI skills, the next generation represents one of the greatest opportunities available to employers. Young people bring adaptability and a natural willingness to embrace new technologies. By embedding continuous learning into the employee experience from day one, that potential can be turned into long-term capability that addresses today’s challenges and equips businesses for whatever comes next.”

However, Hugh Scantlebury, CEO and Founder of Aqilla, cautions that organisations must teach the next generation how to use AI effectively without becoming over-reliant on it: “The challenge for employers is ensuring that automation doesn’t remove the experiences that have traditionally helped people develop those skills. If graduates spend less time learning through repetition, organisations will need to be far more deliberate about creating opportunities to build understanding of the logic behind the systems they’ll be working with. Experience and exposure to real business situations is crucial in developing a good judgement.”

“The real opportunity is ensuring AI accelerates learning rather than replacing it. Today’s graduates will be moved into the position of first-line reviewer far quicker than the generations before them. So, although AI may change how graduates begin their careers, it won’t change the importance of developing the human judgement that underpins good decision-making,” he concludes.

Organisations have the power to build a strong future workforce, but doing so requires investment before young people enter the workforce and continued support after they do. Businesses that prioritise this can give them the capabilities that they need to overcome new challenges and build successful careers.