It’s graduation season—meaning members of the class of 2025 are gearing up for a post-grad search, if they haven’t already started. In a competitive labor market with ongoing shortages, what will it take to capture leading grads?
That was a question behind Robert Half’s recent research on 1,000 U.S. professionals, who were polled about what was missing from their early-career experience. The talent solutions and business consulting firm found a range of factors that workers said dragged down their employee experience. Improving these factors can help attract and retain the class of 2025, while also boosting EX companywide, says Robert Hosking, executive director of the Administrative and Customer Support practice at Robert Half.
1. Refresh onboarding.
More than one-third of the workers surveyed by Robert Half said they lacked sufficient onboarding or training in their early-career experience.
Effective onboarding is more critical than ever, Hosking says, as the class of 2025—accustomed to going to school in hybrid and remote settings—now enters a workforce that is still being shaped post-COVID.
“Onboarding has to adapt to react to how people will be working—fully remote, hybrid, five days in the office,” Hosking says.
Workers need a clear understanding of how and from where they will be working and what the environment will be like—expectations that can be reinforced during onboarding.
2. Leverage mentors.
Hosking says employers should consider setting up early-career talent with a mentor “very, very early” in their tenure, “maybe even on day one.” It’s a need cited by many working professionals: Forty-five percent of those surveyed by Robert Half said they lacked access to a mentor early in their career.
Hosking includes himself in that stat.
“I think back to when I started working, and it was really important to me—and remains important today—to be able to have a sense that you’re part of somewhere that’s making a difference,” he says.
A mentor—especially someone who “really loves the organization and can speak to why this is a great place to be, who can help the person stay excited not just about what they’re doing, but really where they’re working”—can drive that sense of belonging and purpose.
3. Help new grads build confidence.
Leaders need to be cognizant that many in the class of 2025 may be joining the organization without a wealth of formal experience, and that could affect their confidence and, thus, performance. Robert Half found that more than one-third of survey respondents, for instance, lacked relevant work experience or internships.
In some cases, new hires may learn best by working alongside a mentor or having the opportunity to “dive in” for hands-on experience. Robust professional development opportunities can fuel confidence, as can stretch assignments or project-based work. It’s also important to create a culture of continuous feedback—which the class of 2025 and Gen Z at large are accustomed to receiving, thanks to the pace and connectivity of technology.
“Newer employees really crave feedback. They want to know how they’re doing, what they’re doing well, what they’re not doing well,” Hosking says. “They’re excited to get in and have these opportunities, but they want to know how they can be successful.”
4. Prioritize skills-building.
More than one-third in the Robert Half survey said they worried early in their career that their skills wouldn’t have an immediate impact on their organization. Given that—and the rapid advancement of AI—HR should emphasize the upskilling and reskilling opportunities available for new hires. While many in the class of 2025 will bring advanced tech knowledge to the workforce, tech proficiency isn’t a given.
“Think about the critical elements the individual brings to the table—nobody brings everything—and then consider where they may need help developing new skills,” Hosking says. Leaders should also consider how new hires best learn and offer a variety of modalities—side-by-side with a mentor, through interactive sessions, in a hands-on setting or via video, for instance.
“When I started working, I was virtually handed a manual and told, ‘Read that,’ ” he recalls. “That’s no longer the way people learn, and it’s not what this generation will respond to.”
5. Plan for effective workloads.
Overwork is common today, but can be especially detrimental for early-career talent. Nearly 40% of those surveyed by Robert Half said they struggled to manage workloads early in their career.
Frequent—and transparent—check-ins with managers will be critical to preventing overwork, Hosking says.
“New grads don’t know what to expect, so ongoing, regular communication is important,” Hosking says. This can involve “lots of follow-up and an open-door policy where managers say, ‘When you have something you’re unsure of, just ask the question. There will always be someone here to help you manage priorities.’ That’s important.”
What makes the class of 2025 different?
While each new generation entering the workforce brings distinct experiences, the events of the last few years have been particularly influential for the class of 2025. They were in high school or college during COVID, and had to pivot to new ways of learning and collaborating. This has driven many to be highly adaptable and resilient, which Hosking says will be critical as they join the workforce full-time.
That presents HR with a unique chance to help new hires flex their skills and translate their experience into projects that may not, on paper, “perfectly align” with their roles.
They also bring an unprecedented level of tech experience, which could create the opportunity for reverse mentorships.
“Their strength in technology will likely supersede that of many other full-time employees,” he says. “[Traditional and reverse mentorships] can really help to solidify engagement with these new employees. There’s a give and take—and that can add value very quickly.”
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