The Early Careers landscape in the UK has shifted more in the past three years than in the previous two decades. Today’s Early Career talent is entering the workforce shaped by financial anxiety and unprecedented competition for roles. Yet at the same time, employers face a widening skills gap, rising expectations around transparency, and an increasingly AI‑distorted selection environment. In my article, I explore what the data from a variety of sources really tells us about

Early career onboarding is often approached as a series of tasks. Orient them. Inform them. Get them started. But what if we treated it as a shared moment of design? An opportunity to learn from them and co-create. Not by shaping who they should become, but by holding space for how they choose to grow. Why Their Voice Matters Let’s get to the heartbeat of early career onboarding. It is not just about logistics, or the need-to-knows, or the should of behaviour. It is about cur

The most powerful leadership isn’t about having all the answers, it’s about showing up with empathy, honesty, and belief. Think back to your first job. What did you need most? A manager who gave you space to grow? Someone who believed in you before you believed in yourself? A leader who made it safe to ask questions, make mistakes? Today’s early-career professionals are navigating a world that’s faster more complex, more uncertain than ever. Here are 4 ways to be the leader

If the newest generation of talent is asking for more, if they’re seeking empathy, active listening, and authentic collaboration, then we need to rethink not just what we teach, but how we lead. So how do we enable this? Read more for 3 practical ways to start.

I have been working with exceptional graduate talent for over 20 years and I’ve seen how the needs of early-career professionals are shifting. It’s not about building more digital skills—they’ve got those covered. More than ever, it is about creating spaces where soft skills, emotional intelligence, and human connection are valued just as highly. So, what should we, as leaders and mentors, do?