For too long, early careers hiring has only been prioritized when organisations have budget – seen as a nice addition to the talent strategy rather than a critical pillar of it. But in today’s talent landscape, that mindset is no longer sustainable. But it’s clear that companies winning tomorrow are the ones investing in talent, including future talent, today. A key part of the talent lifecycle includes people starting out in their careers and is unfortunately an area that gets overlooked when tasks mount.
Early careers programmes are more than bringing in graduates or apprentices; it's about building long-term capability, resilience, and culture from the ground up.
Here’s why investing in early careers is an essential part of everyday business:
1: Future-proofing against the competition
With ongoing uncertainties and market shifts, more companies have realised the value of early talent and are prioritising programmes to engage meaningfully. If you aren’t strategising your engagement, others either will or already have – and you’ll be competing for the same experienced hires they’ve already developed. Investing in early careers goes beyond filling entry-level roles and is a long-term strategy to future-proof your organisation against uncertainty.
2: Addressing skills shortages before they hit
We’re all feeling the pinch of skill shortages and gaps across industries. Rather than competing in an increasingly saturated market for experienced talent, early careers hiring allows you to upskill people directly and grow future competencies you’ll need. This proactive approach captures potential early and shapes it around your organisation’s specific needs and ambitions.
3: Building a sustainable talent pipeline
Investing in early talent means you can plan succession far more effectively and protect against skills shortages. That’s because an effective early career strategy reduces unpredictable external hiring dependability and instead builds internal capability over time. Having a structured early careers pipeline maintains consistent talent – allowing for more mid-level roles to be filled internally. This reduces external hiring costs and improves retention over time.
4: Embedding culture and purpose
Most talent, including early careers hires, are choosing employers with similar values and beliefs to their own. It’s effective for everyone, since these employees will feel intrinsically motivated and inspired by an organisation’s mission, sustainability, and sense of belonging that makes them feel welcome and safe to show up authentically. This centers the culture, purpose, and ethos in every interaction and encourages early careers talent to be authentic brand ambassadors from day one.
5: Driving innovation and fresh thinking
New talent bring fresh perspectives to everyday processes, but early career hires bring an abundance of energy and curiosity to businesses that are invaluable. They’re not limited by legacy processes and can easily spot improvement opportunities that tenured employees may overlook. Their newness brings a helpful exchange with other employees – fostering innovation through challenging assumptions and creative problem-solving, to name a few. While these aren’t directly “trackable” outcomes, it’s a vital part of helping companies grow and innovate.
6: Strengthening diversity, equity, inclusion, and belonging (DEIB)
Whether it's through apprenticeships, school partnerships, or university outreach, early careers hiring functions as one of the most effective levers for creating a genuinely diverse workforce. Engaging early with students and those starting careers helps attract a broader range of candidates and build inclusive cultures where diverse talent can truly thrive.
Additionally, engaging early in the talent journey enables organisations to widen access and remove barriers long before traditional hiring points. Simply put, strong early careers programs are more likely to attract diverse, high-potential talent.
7: Boosting engagement and retention
When early talent see clear career paths, feel supported, and experience growth from day one, they stay longer. Retention improves, engagement rises, and the ROI on training investment increases dramatically. However, without visible progression and career development opportunities, early career hires are more likely to leave organisations. This is a stark reminder that structure and development matter equally to attracting the right people. You must also nurture and develop the people you attract to your organisation, reinforcing the importance of internal mobility.
8: Enhancing employer brand and reputation
A visible, tangible commitment to early careers speaks volumes about a company’s values. It positions you as forward-thinking, responsible, and invested in the next generation. Many students and recent graduates consider and research an employer’s brand and values before applying.
Early careers initiatives are a strategic imperative for today’s workforce
Early careers programmes shouldn’t be an afterthought or a “nice-to-have” initiative – it’s a strategic imperative that builds capability, culture, and competitive advantage. Investing and prioritising today ensures your organisation has the skills, diversity, and innovation to thrive tomorrow.
If you’d like to explore how Wilson can help design, implement, or support your early careers strategy, please reach out.
