When an organisation invests considerable effort, money and management time in the recruitment and selection of the best fit graduates as future leaders in the talent pipeline, it makes pure business sense to ensure the accelerated development and retention of the best of them.
Technical organisations invest in their graduate intakes’ technical development as a matter of course. But as we know from research and the evidence of our own experience, it is rarely a lack of technical skill that is at the heart of either a graduate’s inability to emerge as a potential leader or the disenchantment that leads to voluntary early exit.
Our client wanted to ensure that this valuable group, so carefully chosen, had the best possible grounding and support during the course of their three year development programme. So to complement their technical training, we created and ran an integrated and progressive programme of personal and professional development for their graduates.
Our client was wise enough to recognise that if they were going to invest, they may as well do it well. So rather than the common approach of large groups receiving superficial introductions to communication skills with little or no practice or feedback, we were allowed to create highly bespoke intensive workshops for small groups. Individuals received targeted, specific feedback on their impact, and personal coaching on raising their profile and enhancing their reputation. Thus enabling them to make the transition from university to working life smoothly and quickly and start making a valued and valuable contribution from the outset.
In each of the three years of the programme, the graduate group received the attention and development they needed to navigate the political and cultural landscape of working life. Of the first group to experience this programme, a number have already reached manager level at an exceptionally early stage in their career.
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