Tag: #earlycareers

Global Youth Employment Trends: AI, Automation and the Vanishing Entry-Level

Posted on by akessler

Across the global economy, organizations are making a rational short-term calculation: automate the entry-level, reduce headcount costs and redeploy senior staff—augmented by AI —to cover broader workloads. The efficiency gains are real. The quarterly savings are visible.  

But it’s worth pausing to ask what this strategy looks like not now, but in 2033. 

The entry-level role has never simply been a unit of labor. It has been the first stage of a decade-long process by which junior professionals become senior ones—accumulating judgment, domain knowledge, institutional memory and leadership capability. When that first stage becomes automated, the impacts extend beyond cost savings for organizations today. They may be quietly reducing the pipeline of experienced talent they’ll need when AI reaches its own ceiling: the domains of complex negotiation, ethical judgment, client relationships and strategic leadership that no current model can replicate. 

This article examines the current state of global youth employment, the structural dynamics driving the decline of entry-level hiring and the long-term talent questions that organizations may not yet be considering. 

The State of Global Youth Employment 

Across advanced economies, the youth unemployment rate sits at approximately 11.2%—nearly twice the adult rate—affecting an estimated 64 million young people aged 15–24. 

But unemployment figures alone don’t capture the full picture. More than one in four young people worldwide are not in employment, education or training (NEET). Among an overall hiring slowdown in the United Kingdom, economic inactivity among 16–24-year-olds has risen sharply since 2020, driven by deteriorating mental health, rising living costs and a growing sense among young people that the formal labor market doesn’t offer a credible path to financial stability.  

A Snapshot by Country 

While AI and automation are global forces, their impact on youth employment varies significantly by market—and the variation is largely explained by how employers and governments have prioritized entry-level talent development as a shared investment. 

Germany, with a youth unemployment rate of 6.6%, runs a dual education system in which students split their time between classroom instruction and structured workplace practice. By the time they formally qualify, they are already partially integrated into a company’s workflow. Employers participate in curriculum design, ensuring the transition from education to employment is managed and gradual. 

Singapore (5.7% for under-30s) takes a similarly deliberate approach through its SkillsFuture initiative. When AI automates a function, the goal is to ensure workers are already trained for the next layer of value-adding activity, rather than left behind by it.  

By contrast, Spain (25.3%), France (18.9%), and the UK (16.1%) present a starker picture. 

In Spain, where nearly 1 in 4 young people are unemployed, a dual labor market divides older workers with protected contracts from youth cycling through temporary, low-skill roles. 

In France, despite heavy government subsidy of apprenticeship programs, multiple assessments highlight persistent skills imbalances, with parts of the education and training system still struggling to adapt to employers’ needs.  

The U.S. (9.0%) and Australia (9.5%) sit in the middle. Headline numbers look functional but mask a quieter hollowing-out of entry-level opportunities. Many graduates are entering the workforce through the gig economy or into service roles that don’t leverage their post-secondary education. They’re formally employed—but may not be engaged in professional development while on the job. 

How AI is Reshaping the Job Market 

AI is the most significant and rapidly evolving factor impacting the youth employment picture today. Since 2022, Gen AI has moved from a niche technology to a standard workplace tool. But its impact is more about redistribution than replacement. 

Historically, junior positions have served as vital training grounds, allowing young professionals to learn foundational skills, understand workplace dynamics and build networks. The roles most affected by AI automation are those that have traditionally been junior positions, like data analysis and reporting, content production, basic legal research, administrative coordination, junior software development and customer-facing support. They’re task-oriented and repeatable, which makes them a natural fit for automation. 

As AI absorbs those repeatable tasks, senior employees can manage broader scopes of work without junior support. The result isn’t mass layoffs of existing young workers — it’s a sustained reduction in the creation of new entry-level positions. A recent study from the Stanford Digital Economy Lab, shows that employment for U.S. workers aged 22-25 in “AI-exposed” roles fell by 13% between 2022 and 2026, driven largely by a decline in new hiring rather than existing job losses.in new hiring rather than existing job losses. 

These are not peripheral roles. They are the apprenticeship layer of the knowledge economy—and when they disappear, so does much of the on-ramp to professional development and career growth. 

The Retirement Gap: A Question Worth Asking 

We know that the Baby Boomer and Generation X cohorts currently occupying senior leadership positions are already exiting the workforce and will continue to do so over the next decade. What’s less well understood is how that shift interacts with suppressed entry-level hiring.  

The journey from junior professional to senior leader isn’t a short one. In most knowledge industries, getting from first job to senior director takes ten to fifteen years. Which means the professional who doesn’t get hired in 2026—because the entry-level role they would have filled has been automated—isn’t in the running for senior leadership in 2038. They simply aren’t in the pipeline. 

The risk, if this trend continues at scale, is a gap in the organizational hierarchy in the mid-2030s where mid-level managers and experienced specialists would ordinarily sit. This gap would be most acute in AI-exposed professional domains—precisely where automation is currently most prevalent. 

When senior leaders retire, organizations will face a choice: hire experienced professionals externally or promote from within. For organizations that have built healthy pipelines, internal promotion is viable. For those that have largely automated, and therefore eliminated entry-level roles, it may not be. And if many organizations in an industry make the same decisions, the external market won’t have the talent pipeline to compensate either.  

The cost of acquiring senior talent is already rising, and it may eventually exceed the cumulative cost of the entry-level investment that organizations sought to avoid through AI and automation in the first place. 

The AI Ceiling and the Human Premium 

There’s also a shift worth noting in what employers say they’re looking for at the junior level. The traditional value proposition of the junior hire was potential: raw capability that could be shaped through on-the-job training, mentorship and progressively more complex work. The employer was making an investment. 

Increasingly, that investment seems to be narrowing. Recent employer surveys suggest that AI capabilities have become a non‑negotiable part of the junior hiring profile: roughly two‑thirds of executives say they would not hire candidates without AI skills. The expectation of a learning curve has been compressed: more than three‑quarters of business leaders say that entry‑level employees who already have AI skills will be given greater responsibilities, reinforcing an expectation of immediate AI‑enabled productivity rather than slower on‑the‑job upskilling. 

The tension here is that the AI-adjacent technical skills most in demand at the entry level today are also the skills most likely to be obsolete within three to five years as AI capabilities continue to advance. Meanwhile, demand for deeper human competencies—critical thinking, ethical judgment, complex negotiation and emotional intelligence—that are developed by working alongside experienced practitioners, has increased over time.  

As AI manages more of the technical execution, the value of these human-centric skills appears to be rising. But those skills can’t be developed if the junior hire never happens. 

What This Means for Talent Acquisition and HR Leaders 

These dynamics warrant deliberate consideration. Organizations that recognize the long-term implications of today’s efficiency decisions will be better positioned than those that don’t. 

Key considerations for protecting your long-term talent pipeline: 

Reframe the Entry-Level as a Future Talent Investment, Not Headcount Cost 

Today’s junior hire is tomorrow’s senior leader—one with institutional knowledge, organizational loyalty and capabilities that can only be developed through sustained, progressive experience. The ROI is long term, but it’s real. Organizations that factor in the future cost of external executive search, sign-on packages and productivity loss from outside appointments may find that internal pipeline development looks considerably more favorable than standard headcount analysis suggests. 

Audit the Developmental Quality of Existing Junior Roles 

Organizations that have retained some entry-level hiring should consider whether those roles are genuinely developmental in practice. The risk is that junior roles are retained in title but hollowed out in substance—reduced to AI oversight functions that don’t build the analytical, relational or strategic depth that matters at the senior level. If, after two years, an employee in a junior role demonstrates little growth beyond managing AI tools, the role may not be serving its pipeline function. 

Engage with Systemic Solutions 

The country-level evidence shared above makes it clear: organizations in markets with structural educational and vocational frameworks (Germany, Singapore) have better access to work-ready, developmentally prepared young talent. In markets where those frameworks are weaker, HR leaders have both an incentive and an opportunity to help build them—through apprenticeship design, university curriculum partnerships and engagement with government-led workforce initiatives. 

Assess for Future Value, Not Just Immediate Fit 

Often, candidate screening and assessment—especially when AI-driven recruitment tools are involved—are calibrated to match current role requirements. This can deprioritize candidates with high potential but limited formal experience, which describes most entry-level candidates. It’s worth reviewing whether your screening criteria adequately weigh indicators of potential: learning velocity, cognitive flexibility and evidence of initiative, alongside experience proxies.  

Conclusion: Rebuilding the Ladder 

The current global youth employment picture isn’t just a social policy concern. It raises a genuine strategic question for employers: what are the long-term workforce consequences of automating entry-level tasks? 

The entry-level role serves two purposes: producing value in the short term and developing experienced professionals in the long term. While AI is increasingly capable of delivering the first in many domains, it’s much less capable of substituting for the second. Organizations that optimize entirely for cost savings may find, in time, that they’ve traded away something even more valuable—experienced human judgment. 

Though the career development ladder hasn’t been destroyed by AI, its bottom rungs are being quietly removed. It’s worth asking, now, whether the organizations playing the efficiency game today will regret it when the time comes to climb. 

Fairness, Disclosure and Gen AI: Navigating the New Normal in Early Careers Recruitment [Infographic] 

Posted on by akessler

The recruitment landscape is undergoing a fundamental shift as generative AI (Gen AI) becomes an integral tool for early career job seekers. Our new research, Gen AI Meets Gen Z, reveals that 69% of Gen Z candidates now use AI throughout their application journey—nearly four times the rate of the general population. This technology divide is reshaping how young professionals present themselves, from CV tailoring to interview preparation, with candidates citing time efficiency and competitive parity as key drivers.  

Yet this widespread adoption brings significant challenges for employers, from ensuring fairness for the 31% who choose not to use AI, to managing the 70% who don’t disclose their usage due to unclear policies. As Gen AI capabilities continue to advance, understanding these patterns is no longer optional for talent acquisition teams. The question isn’t whether Gen AI is here to stay, but how employers will respond to maintain both recruitment integrity and competitive advantage. 

The infographic below highlights key findings from our recent research, to help talent acquisition professionals and hiring managers evaluate their early careers recruitment strategies in today’s AI-influenced landscape. 

The data makes one thing clear: early career recruitment has entered a new era that demands proactive adaptation from employers. With 36% of job seekers receiving no guidance whatsoever on Gen AI usage, and instruction varying wildly among those who do, the current approach is unsustainable. Organizations that fail to establish transparent policies risk disadvantaging principled non-users while simultaneously creating an environment where 70% of candidates using AI feel compelled to hide their usage. The solution lies in clear communication, systematic vulnerability audits, and ongoing monitoring of equity impacts across your recruitment funnel.  

Forward-thinking employers are harnessing the benefits of this technology—rather than prohibiting it—often partnering with assessment specialists to ensure integrity and fairness in the selection process. Staying ahead of the evolution of AI, embracing candidate Gen AI use and putting the necessary safeguards in place, will help talent leaders transform this challenge into an opportunity to build more effective, equitable early career programs.  

Want to learn more? Download PeopleScout’s full research report, The Gen AI Meets Gen Z, for comprehensive insights and strategic recommendations.

What Early Career Job Seekers Are Really Doing with Gen AI (And Not Telling You)

Posted on by akessler

While employers debate whether generative AI will eventually transform graduate recruitment, the transformation has already happened. The question isn’t whether Gen AI is coming to early careers hiring—it’s whether your organisation is ready to respond to the reality that it’s already here.

Our latest research, Gen Z Meets Gen AI, conducted in partnership with the University of Bristol Careers Service, reveals a stark truth: 69% of early career job seekers are actively using generative AI in their job search and applications. That’s nearly four times higher than the 18% adoption rate we found among the general UK population in our previous study with YouGov.

The AI-enabled graduate isn’t a future scenario. They’re submitting applications right now.

Beyond the Hype: What the Data Really Shows

The recruitment media has been awash with speculation about Gen AI usage, but reliable data has been scarce. As technology advances rapidly and adoption patterns evolve, yesterday’s insights become obsolete quickly. This makes it challenging for organisations to accurately assess the risks Gen AI poses to their recruitment processes and determine appropriate responses.

We conducted our research with university students looking for internships or jobs to provide a clearer picture of current behaviours, attitudes, and experiences. And while the high adoption rate among Gen Z might seem unsurprising—this is, after all, a demographic often assumed to be at the cutting edge of technology—the nuances reveal a more complex and concerning landscape.

Where Gen AI Is Really Being Used

Of those early career job seekers who use Gen AI, the concentration is heavily weighted toward the front end of your recruitment process, with 84% using it for CVs and applications and 78% using it for pre-application research. The tools are being leveraged to tailor materials, improve language, match skills to job descriptions, and present what candidates describe as their “best self.”

The motivations are pragmatic: expediting processes, maintaining competitiveness in a challenging job market, and boosting confidence in their applications. For many, Gen AI has become not just an option but a perceived necessity to stay competitive with peers who are also using these tools.

The Silent Minority: Those Who Choose Not to Use AI

Perhaps the most striking finding isn’t about those who use Gen AI—it’s about the significant 31% who consciously abstain. This isn’t a group that simply hasn’t discovered the technology or doesn’t understand it. They’re making an active choice not to use it, and their reasons should concern every talent acquisition leader:

  • 85% of non-users cite a belief that using Gen AI constitutes cheating
  • 75% fear they’ll be penalised if discovered
  • 65% simply feel they don’t need it

These candidates—potentially your most ethically-minded applicants—may be putting themselves at a competitive disadvantage or self-selecting out of processes where they believe Gen AI use is against the rules, even when it isn’t.

The question for employers becomes uncomfortable: are you inadvertently losing strong candidates who are making ethical decisions based on unclear or non-existent guidance?

The Communication Crisis

This brings us to perhaps the most actionable finding from our research: the profound communication gap between employers and candidates about Gen AI usage.

Over a third (36%) of job seekers received no guidance whatsoever about Gen AI usage from any of the employers they engaged with during their job search. This means a large portion of candidates are navigating this new landscape completely in the dark, forced to make their own judgments about what’s acceptable and what isn’t.

Where guidance does exist, it varies dramatically—from explicit prohibitions to advice on responsible use to active encouragement. This inconsistency creates confusion and inequity in the application process. Candidates applying to multiple organisations must navigate different, often contradictory rules, while many operate under assumptions that may not align with employer expectations.

The communication gap extends in both directions. Nearly 70% of Gen AI users don’t disclose their usage to employers. Whether this non-disclosure stems from the absence of clear guidance, fear of penalisation, or simply because disclosure wasn’t requested, the result is the same: employers are making hiring decisions without full visibility into how applications were created.

What This Means for Your Recruitment Strategy

The evidence is clear: treating Gen AI as a future consideration is no longer viable. The technology is embedded in your early career applicant pool right now, concentrated in the initial stages—CVs, applications, and pre-screening—where many organisations make their first sift decisions.

Without clear communication, you may be:

  • Losing ethically-minded candidates who assume AI use is prohibited
  • Creating unfair advantages for candidates who use Gen AI while penalising those who don’t
  • Making hiring decisions based on AI-enhanced applications without knowing it
  • Undermining the validity of your early-stage screening processes

But these risks are manageable with proactive, transparent strategies. Organisations that establish clear policies, communicate them consistently, and adapt their assessment approaches accordingly will maintain both the integrity and effectiveness of their recruitment processes.

Moving Forward with Confidence

The challenge for employers isn’t to resist Gen AI or to embrace it uncritically. It’s to understand the reality of how it’s being used, acknowledge the legitimate concerns on all sides, and create recruitment frameworks that work effectively in this new landscape.

This requires moving beyond speculation and assumptions to evidence-based decision-making. It means establishing clear, transparent communication about Gen AI usage. It means reviewing assessment processes to identify vulnerabilities and strengthen them where necessary. And it means ensuring that your recruitment approach remains fair and effective regardless of whether candidates choose to use these tools.

The Gen AI-enabled graduate is here. The question is whether your organisation is ready to meet them with the clarity, fairness, and strategic thinking this moment demands.

Download the full Gen AI Meets Gen Z research report to access detailed findings and actionable recommendations for navigating Gen AI in early careers recruitment.

The UK’s Workforce Balancing Act: Ageing Populations and Emerging Roles

Posted on by lloftus

By James Chorley, Talent Solutions Director, RPO

I recently wrote about what our children will do in the future, but what about us?! We all know about the technological disruption that has exploded onto the scene. We’ve seen the data on the number of inactive people at working age, but I didn’t fully appreciate the unprecedented demographic change we are about to see.

While much attention has been given to the rise of automation, artificial intelligence (AI), and the creation of “jobs that don’t exist yet,” an equally pressing challenge looms in the background: the UK’s declining birthrate and ageing population.

Together, these forces are reshaping the labour market, creating an urgent need for new skills and a more agile approach to workforce development.

This article explores the critical skills shortages the UK faces today and anticipates the skills required for the future. It also examines how the intertwining challenges of an ageing workforce and emerging roles demand nothing less than a revolution in the way we think about education, training, and employment.

The Demographic Imperative: Fewer Hands, Greater Need

The demographic data is stark. The fertility rate in England and Wales dropped to a record low of 1.44 children per woman in 2023, far below the replacement level of 2.1. Meanwhile, people are living longer, leading to a rapidly ageing population. By 2032, the number of children in the UK is projected to decline by 6.4%, while the population of pensionable age will grow by nearly 14%. The number of people aged 85 and over will almost double by mid-2047.

This demographic shift has profound implications for the workforce. A smaller proportion of younger workers will be available to support an increasing number of retirees, creating economic and social strain. The old-age dependency ratio—the number of working-age people supporting each retiree—is set to climb significantly. While more older workers are staying in the labour market (with record employment levels for those aged 65 and over), this is not enough to offset the broader decline in workforce numbers.

For the UK, this isn’t just an economic inconvenience; it’s a national necessity to address skill shortages and reimagine workforce participation across all age groups.

The Current Crisis: Skills in Critical Shortage

Even without demographic pressures, the UK is already grappling with widespread skills gaps. Almost 70% of businesses reported recruitment difficulties, with chronic shortages in high-growth sectors like digital technology, advanced manufacturing, health and social care, education, and construction.

Specific Skills in Severe Shortage:

These shortages are not just a recruitment issue; they also reveal a deeper problem within the existing workforce. Over 1.7 million employees were reported as not being fully proficient in their roles.

The Horizon: Skills That Don’t Exist Yet

The rise of automation and emerging technologies isn’t just transforming jobs—it’s creating entirely new ones. From AI specialists to sustainability experts, future roles will demand a fusion of technical expertise and human-centric skills.

Emerging Roles:

  • AI and Machine Learning Specialists
  • Cybersecurity Analysts
  • Sustainability and Environmental Specialists
  • Data Analysts and Data Scientists
  • Robotics Engineers
  • Blockchain Developers

Transforming Traditional Roles:

  • Healthcare professionals must adapt to digital patient management.
  • Teachers will need to integrate technology into learning.
  • Manufacturing workers will oversee automated systems.

The common thread across these roles is the demand for adaptability, advanced technical knowledge, and the ability to learn continuously.

The Foundational Enablers: Essential Cross-Cutting Skills

As automation takes over routine tasks, uniquely human skills will become the labour market’s most valuable currency. The skills most in demand by 2035 include:

  • Digital Literacy: A baseline requirement for all workers.
  • Critical Thinking: Essential for solving complex, non-routine problems.
  • Adaptability and Lifelong Learning: Workers must expect 39% of their skills to become outdated by 2030.
  • Emotional Intelligence: Empathy, communication, and teamwork will distinguish human workers from machines.

Strategies for a Resilient Workforce

To address these challenges, Talent and TA leaders must adopt systemic solutions to future proof Talent within their sectors:

  • Agile Education and Training: From shorter, modular apprenticeships to investment in STEM education, training must evolve to keep pace with technological advancements.
  • Lifelong Learning: Employers must reverse the trend of declining investment in training, offering continuous upskilling opportunities.
  • Holistic Workforce Support: Flexible work environments and improved careers guidance can help attract underrepresented groups and retain older workers.
  • Strategic Sponsorship: Simplified worker visa regimes can fill immediate gaps while longer-term solutions take shape.

Conclusion: Thinking Differently About the Workforce

Solving the UK’s workforce challenges means rethinking who we hire, how we train, and what we value in the labour market. As skill shortages deepen and demographic pressures mount, we must start thinking differently about the jobs that will remain in severe shortage over the coming decades.

Embrace Older Generations

Older workers represent an untapped reservoir of experience and talent. By creating flexible work environments, addressing age discrimination, and investing in training for older generations, businesses can benefit from their expertise and keep them active in the workforce.

Accelerate Apprenticeships for All Ages

The traditional model of apprenticeships must evolve. Short, sharp apprenticeships designed for workers of all ages and experiences can rapidly fill skill gaps in critical areas like digital, green energy, and advanced manufacturing. These programs should be modular, flexible, and responsive to emerging technologies.

Foster Lifelong Learning

The future workforce must be equipped to adapt continuously. Employers, educators, and policymakers must work together to make lifelong learning accessible, affordable, and relevant. Programs like Skills Bootcamps offer a promising model for accelerated training in high-demand fields.

The UK’s ability to thrive in the face of demographic decline and technological disruption hinges on its willingness to embrace bold, creative solutions. By fostering a culture of inclusion, agility, and continuous learning, we can build a resilient workforce that bridges generations, adapts to new challenges, and excels in emerging roles.

The balancing act will not be easy, but the rewards—economic growth, social cohesion, and future prosperity—are well worth the effort. It’s time to act, rethink, and reimagine what the workforce can be.

[On Demand] The AI-Enabled Graduate: Mastering Gen AI’s Impact on Early Careers Recruitment

Posted on by akessler

[Webinar On-Demand] The AI-Enabled Graduate:

Mastering Gen AI’s Impact on Early Careers Recruitment

The early careers recruitment landscape has been fundamentally transformed. While organisations debate whether AI will impact hiring, early career job seekers are already using generative AI in their job search. This isn’t a future trend; it’s today’s reality.

Is your recruitment strategy ready for the AI-enabled graduate?

Join PeopleScout’s Head of Assessment Design, Amanda Callen, and Talent Solutions Director, James Chorley, for a data-driven session that reveals PeopleScout’s exclusive research on how Generation AI is strategically transforming early careers recruitment—and what employers must do to stay ahead.

Discover our findings that show how early career candidates are using AI throughout their recruitment journey. This isn’t speculation—it’s comprehensive research that shows why employers need to move beyond guesswork and implement proactive, transparent and adaptive recruitment strategies.

In this webinar, we’ll cover:

  • The scale and strategic nature of Gen AI adoption among early career job seekers
  • Why early careers recruitment needs to adapt to stay on top of rapid technological advancements
  • Why transparent communication is essential to build trust with the AI-native generation
  • Essential steps to review and strengthen your assessment processes against AI vulnerabilities
  • How to implement proactive strategies to embrace AI-enabled candidates

Plus you’ll receive:

  • Exclusive access to our research report, Gen AI Meets Gen Z
  • Assessment vulnerability checklist

Early Careers Recruitment Strategy: Enhancing Candidate Experience & Skills Assessment

Posted on by akessler

Early Careers Recruitment Strategy: Enhancing Candidate Experience & Skills Assessment

How to attract, assess and retain Gen Z talent effectively

Generation Z candidates demand authentic employer brands, meaningful work experiences, and transparent values that align with their social consciousness. But this generational shift is also creating unprecedented opportunity for organizations: strategic early careers recruitment, compelling employer value propositions, and transformative assessment experiences that turn talent competition into sustainable advantage.

This ebook, Early Careers Recruitment Strategy: Enhancing Candidate Experience & Skills Assessment, is your roadmap to building a magnetic Gen Z talent attraction strategy now and into the future.

In this ebook, you’ll discover:

  • What’s driving the shift from qualification-based to skills-based early careers recruitment
  • Why your current candidate experience is capturing only a fraction of available Gen Z talent
  • Emerging strategies for building authentic employer brands that resonate with digital natives
  • Techniques to balance AI-powered efficiency with meaningful human connection in assessment
  • Data-driven approaches to creating inclusive, bias-free selection processes
  • Proven frameworks for transforming candidate dropout into strategic self-selection

Download your copy today and position your organization at the forefront of early careers recruitment innovation for years to come.

[On Demand] New Rules for a New Reality: Early Careers Assessment for Tomorrow’s Workforce

Posted on by akessler

[Webinar On-Demand] New Rules for a New Reality

Early Careers Assessment for Tomorrow’s Workforce

The early careers recruitment landscape has been turned upside down. With hiring volumes slashed, companies are inundated with hundreds of applications for just a handful of positions. Sprinkle in some Gen AI, and it’s a whole new game.

Is it time to throw away the old early careers recruitment rulebook?

Join PeopleScout’s Head of Assessment Design, Amanda Callen, and Talent Solutions Director, James Chorley, for an eye-opening session that reveals how TMP Worldwide partnered with PeopleScout Psychologists to rewrite the rules and create a future-ready approach for early careers assessment.

Discover how they built their bold new assessment model from scratch, processing massive applicant volumes while being budget-friendly and genuinely engaging. Built to be Gen AI-resilient, highly inclusive, and perfectly tailored to attract creative talent, this wasn’t about playing it safe; it was about having the courage to build something entirely new.

In this webinar, we’ll cover:

  • How to identify which “rules” in early careers assessment are actually worth following in 2025 and beyond
  • Modern strategies for efficiently sifting through massive applicant volumes to uncover hidden gems
  • Practical approaches for building evidence-based, bespoke assessment processes
  • The daring design features that made TMPW’s assessment a standout success
  • How to create an early careers assessment that’s not just fit for the future—but ahead of it

Beyond the Beaten Pathway: Creative Assessment for TMP Worldwide’s Emerging Talent Search

Posted on by akessler
Beyond the Beaten Pathway: Creative Assessment for TMP Worldwide's Emerging Talent Search

Graduate Assessment

Beyond the Beaten Pathway: Creative Assessment for TMP Worldwide’s Emerging Talent Search

Discover how PeopleScout designed an innovative graduate assessment process for TMP Worldwide’s new development programme. Our reciprocal choice model, Gen AI-resilient tools, and bespoke selection stages that achieved 100% offer acceptance while identifying future leaders who aligned with company values.

100 % attendance rate for the assessment centre
100 % offer acceptance rate
Gen AI resilient assessment process
Gen AI resilient assessment process

Situation

TMP Worldwide—a transformative, multi-award-winning advertising agency that dominates UK media buying, employer branding, recruitment marketing, and resourcing—had big plans. They’d created a brand-new two-year graduate development programme designed to cultivate their next generation of leaders. The catch? Just three coveted spots were available.

While TMPW had successfully designed and delivered numerous graduate assessment processes for their clients, this was the first time TMPW was running a scheme of their own. Unlike a typical graduate scheme with rigid degree requirements or university hierarchies, TMPW’s Graduate Pathway was designed to find graduates with a different mindset who could maximise every learning opportunity and emerge as genuine trailblazers.

They were working with shorter-than-usual timescales and needed maximum return on investment. The challenge was on to design and deliver a bespoke, forward-focused and cost-efficient early careers assessment process to unearth three brilliant graduates.

With no historical data to lean on and an evolving early careers landscape, the process had to be flexible enough to scale up or down based on unknown application volumes—all without affecting costs or timelines. Plus, they needed to stay ahead of the curve with Gen-AI-aware design features that would protect the process from unwanted disruption from candidates potentially using Gen AI to exaggerate or misrepresent their skills.

Solution

PeopleScout’s Assessment Psychologists crafted a bespoke, end-to-end selection process that brought TMPW’s unique proposition to life. This wasn’t about adapting existing frameworks—this was industry-first thinking that gave candidates multiple opportunities to showcase their strengths through an engaging, informative experience.

We started from scratch, applying best practice design principles with a creative twist. We began with research to capture the expertise and perspectives of key Graduate Pathway stakeholders to build a values-led assessment framework that truly embodied TMPW’s culture.

The Reciprocal Choice Revolution

Here’s where our different mindset really showed. Instead of the traditional one-way selection approach, we developed an innovative reciprocal choice model based on TMP’s values and candidates’ evolving expectations. This creative solution emphasised mutual fit over one-sided evaluation, embedding informed candidate choice throughout the process and prioritising transparent, authentic two-way communication between candidate and company.

We integrated realistic job preview (RJP) elements at every stage, ensuring candidates could make genuinely informed decisions about their future with TMP.

We recognised the potential for Gen-AI-enabled applicants to impact the accuracy of hiring decisions and were transparent with candidates about AI usage and issued training and guidance to recruiters.

Three Stages of Discovery

Our creative approach unfolded across four carefully designed stages, each providing deeper insights into both the programme and TMPW while enabling candidates to self-assess their alignment with the company.

Stage 1: Killer Questions

We kicked off with strategically crafted questions based on realistic job previews and informed choice principles. This wasn’t about catching people out—it was about helping the right candidates identify themselves early.

Stage 2: Gen AI-Resilient Sift

Our Gen AI-resilient sift tool assessed priority criteria from the framework, using autoscored situational and preference questions specifically designed to limit Gen AI disruption. This ensured we were evaluating genuine responses and different thinking styles.

Stage 3: Asynchronous Video Interview

We invited the highest-scoring candidates to pre-record a video interview. Those who gave personalised, unique responses earned their place at our immersive assessment centre at TMPW’s London headquarters.

Stage 4: Immersive, Work-Sampling Assessment Centre

This final stage provided realistic work samples and genuine previews of life at TMPW and the nature of role, testing holistic match and ensuring successful candidates could make fully informed decisions when it came to accepting offers—fulfilling our goal to make the right hires the first time and every time.

Results

Interest in the pathway was huge, and our creative solution delivered exactly what TMPW needed. With automated sifting, asynchronous video interviews, and extensive self-assessment opportunities, we identified candidates who were both exceptionally talented and genuinely motivated to succeed at TMPW.

TMPW were overwhelmingly happy with what we managed to achieve, including:

  • Maintaining a highly diverse candidate pool through to the assessment centre.
  • Highly eligible assessment centre candidates who scored highly across the full set of assessment criteria during the exercises and interviews.
  • Cost-effective use of only bespoke-designed assessments with no cost-per-use or licence costs, as well as the ability to scale up without increasing costs.
  • 100% attendance rate for the assessment centre.
  • 100% offer acceptance rate.
  • Positive feedback on the assessment experience from candidates.
  • The identification of strong future leaders who aligned with TMP’s company values and unique culture.

This industry-first approach didn’t just fill three graduate positions—it created a blueprint for identifying and attracting different thinkers who’ll drive competitive advantage for TMPW and their clients for years to come.

Candidate Feedback:

  • “I enjoyed how immersive and hand-on the process was. There were lots of different styles of tasks.”
  • “The process was very creative and unique.”

At a Glance

  • COMPANY
    TMP Worldwide UK
  • INDUSTRY
    Consulting
  • About TMP Worldwide
    TMP Worldwide UK is a leading recruitment marketing agency, specialising in connecting top talent with employers through innovative and data-driven solutions. With decades of experience in the talent acquisition space, TMP Worldwide UK helps employers to attract, engage, and retain the best candidates. Focused on driving measurable results through strategic employer branding, recruitment advertising, and recruitment technology, TMP Worldwide UK helps organisations to outthink their competitors and build stronger, more diverse workforces. For more information, please visit www.tmpw.co.uk. TMP Worldwide UK is part of PeopleScout, a TrueBlue (NYSE: TBI) company, a global talent solutions leader that provides unmatched scalability to meet the hiring needs of organisations of all sizes.
Contact Sales

Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding

Posted on by akessler
Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding

Early Careers

Wates: Reconstructing Industry Perceptions Through Vibrant Employer Branding

PeopleScout helped Wates to attract and engage a wider range of candidates to the male-dominated construction industry through a vibrant and inclusive employer brand and assessment center.

7,918 applications generated (30% from women)
343 candidates assessed
1 / 3 of offers went to women despite being underrepresented in the industry

Situation

The construction industry’s image has remained virtually unchanged for years—dominated by hard-hats, high-vis, and steel beams rather than stories highlighting inclusion, innovation, collaboration or opportunity.

When Wates, a UK development, building and property maintenance company, needed to recruit 81 trainees across 21 roles and 28 locations, our priority was to stand out meaningfully in a crowded market. Despite its impressive 125-year legacy as an industry leader, Wates suffered from limited employer brand awareness.

Our objectives were clear:

  • Raise overall awareness of the Wates organization
  • Encourage a shift in industry perception
  • Attract a more diverse range of candidates

Solution

With these hard-to-fill roles distributed nationwide, we needed a targeted approach. Based on research, we developed four distinct candidate personas that represented our target demographics, which then informed our channel strategy and creative approach.

Authentic Messaging

We crafted a new compelling, early careers employer value proposition that brought together everything Wates stands for:

Creating tomorrow together.

Headlines embodied Wates’ core values, speaking directly to the impact individuals would have on the company’s legacy while highlighting key benefits of joining the organization.

Distinctive Visual Identity

We developed bold, vibrant visuals that stood apart from industry norms. Our creative approach demonstrated how professional and personal lives intertwine, visually representing work-life balance and inclusivity. A dedicated photoshoot allowed us to not only capture images but also collect employee stories that inspired a bespoke set of illustrations.

Inclusive Assessment Process

We redesigned the video interview process to ensure accessibility for all candidates. While maintaining a standardized process to ensure fairness, each of the 21 roles required careful manual shortlisting based on performance metrics. With 343 candidates advancing to assessment, we conducted virtual assessment centers over three weeks, with each role getting a dedicated day.

Results

The campaign generated exceptional engagement:

  • 518,000 impressions (40% from TikTok)
  • 7,918 applications
  • 2,022 candidates invited to video interview
  • 343 candidates progressed to assessment centers
  • 30% female representation at application stage, increasing to 34% at offer stage
  • 117 offers extended

“We’re delighted with the quality of candidate applications and how much the collaborative work ethic stood out.”

– Annette, Wates

At a Glance

  • COMPANY
    Wates
  • INDUSTRY
    Building & Construction
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • ABOUT WATES
    The Wates Group was established in 1897 and is one of the leading privately-owned, construction, development and property services companies in the UK. They employ almost 6,000 people, working with a range of clients and partners from across the public and private sectors.
Let’s Connect

The Future of Early Careers: Preparing Our Children for Jobs That Don’t Exist Yet 

Posted on by akessler

By James Chorley, Talent Solutions Director 

My children are about eight to nine years away from entering the world of work. As a parent, it’s both exciting and daunting to think about the future careers of my children. With rapid advancements in technology and shifts in the global economy, the job market of today will undoubtedly look very different in 10 years when my kids are entering the workforce.  

While automation will displace many jobs, it will also create new jobs, generating significant benefits for businesses and economies by lifting productivity and economic growth. According to the World Economic Forum’s Future of Jobs Report 2025, by 2030, the creation of 170 million new jobs (14% of today’s employment), offset by the displacement of 92 million current jobs (8%), will result in net growth of 78 million jobs (7%). 

For organisations with early careers programmes, understanding these shifts is crucial. The pipeline of emerging talent will need different skills, experiences and expectations than previous generations in order to have the capabilities necessary drive organisational success in the coming decades. Here are some key insights into how the changing job landscape will impact early careers programmes, the types of roles that will emerge and how to prepare the next generation of talent. 

Jobs That Might Disappear 

As technology continues to evolve, several traditional roles are projected to decline significantly: 

  • Postal Workers: The rise of digital communication methods and automated sorting systems are already reducing the reliance on traditional postal services. The World Economic Forum identifies Postal Service Clerks among the fastest-declining roles in the job market. 
  • Print Journalists: The decline of print media and the shift towards digital news consumption has led to fewer opportunities for print journalists, with many news outlets now digital-first or entirely online. 
  • Community Banking: The increase in online banking, mobile banking apps and ATMs has reduced the need for in-person bank tellers. Bank Tellers are among the fastest-declining roles globally. 
  • Travel Agents: Online travel booking platforms and AI-driven travel assistants are making traditional travel agent roles less common. 
  • Taxi Drivers: The rise of ride-sharing apps like Uber and Lyft, combined with the development of autonomous vehicles, could significantly reduce the demand for traditional taxi drivers. 
  • Telemarketers & Customer Service Reps: AI-driven customer service and sales platforms, along with stricter regulations on telemarketing, are reducing the need for human telemarketers and customer service workers, often a common first job for many young professionals. 
  • Librarians: Digital libraries and online information resources are diminishing the need for traditional librarian roles, though there will still be a need for digital information specialists. 
  • Factory and Assembly Line Workers: Robotics and advanced manufacturing technologies are increasingly handling tasks that once provided steady employment for those entering the workforce without higher education. 
  • Data Entry Clerks: The World Economic Forum lists Data Entry Clerks among the jobs seeing the largest decline due to automation and AI advancements. 
  • Retail Cashiers: The rise of e-commerce and self-service kiosks in retail stores are diminishing these roles, which have historically provided flexible employment for students and recent graduates. 

Whilst some of these roles may not be considered ‘career roles’, they are an important step on the work ladder for early careers talent. Before I found my feet and whilst still deciding what I wanted to do, I had a number of temp roles doing data entry, customer service and telemarketing. Declining numbers in these roles that have historically served as steppingstones for early careers talent could have significant impact on early careers employees and employers. 

Impact on Early Careers Programmes 

The decline in these traditional entry-level roles presents significant challenges for early careers recruitment strategies: 

  • Shrinking Entry Points: Many traditional entry-level positions for graduates and school leavers are disappearing. This means fewer natural entry points into organisations, requiring companies to create more structured early careers pathways. 
  • Skills Gap Widening: As routine tasks become automated, the skills gap between education and employment is growing. Entry-level roles increasingly require more advanced technical skills and digital literacy from day one. 
  • Higher Expectations for Early Talent: With fewer administrative or process-driven roles available, early careers talent is expected to add value more quickly, often needing to demonstrate complex problem-solving and critical thinking skills immediately. 
  • Reimagining Work Experience: Companies must rethink work experience, internships and placement years to provide meaningful exposure to emerging technologies and future-focused skills that automation cannot easily replace. 
  • Increased Competition: As traditional entry points decrease, competition for remaining early careers opportunities intensifies, making employer branding and candidate experience more critical than ever. 

To address these challenges, early careers programmes must evolve. Talent acquisition leaders should consider creating rotational experiences that expose emerging talent to a variety of business functions, developing accelerated digital upskilling programmes, and establishing mentorship opportunities that help bridge the experience gap. 

Jobs That Will Significantly Change for Early Careers Talent 

According to McKinsey Global Institute, at least 30% of work activities that could be automated for about 60% of occupations. Rather than complete displacement, many entry-level and early career roles will undergo significant transformation. 

  • Junior Healthcare Professionals: The integration of telemedicine, AI diagnostics, and wearable health technology are changing how healthcare is delivered. Early careers talent will need to be comfortable with digital patient management systems and telehealth platforms from day one.  
  • Teachers and Educators: The rise of online education, virtual classrooms, and AI-driven personalised learning experiences are transforming teaching. New educators will need to be proficient in digital tools and platforms, incorporating technology into their teaching methods and focusing on facilitating learning rather than just delivering knowledge. 
  • Manufacturing and Production Workers: Technological advancements in AI, robotics, and automation will drive both job creation and decline, with manufacturing roles evolving to focus more on overseeing and maintaining automated systems. Early careers talent in this sector will need skills in robotics, programming and systems management rather than traditional manufacturing processes. 
  • Financial Graduates: AI and advanced analytics will handle much of the data processing and routine analysis that junior finance professionals typically managed. Early careers talent will need to focus on interpreting data and providing strategic insights rather than data gathering. The World Economic Forum notes that Fintech Engineers are among the fastest-growing jobs in percentage terms, representing a shift in early financial careers. 
  • Supply Chain Coordinators: With the rapid expansion of e-commerce, warehousing jobs have grown 61% in the last decade. At warehouses, depots, and logistics centres throughout the supply chain, there is a growing need for human workers with the skillsets necessary to manage a more complex, interconnected and tech-enabled supply chain.  

These changes highlight the increasing importance of digital literacy, adaptability and continuous learning for early careers talent. The traditional learning curve for new graduates is getting steeper, with expectations to contribute meaningfully to technology-driven processes from the beginning of their careers. 

Emerging Early Career Opportunities 

Much as technologies of the past have done, automation will create new entry-level occupations that do not exist today. Here are some promising examples of future job opportunities for early careers talent: 

  • AI and Machine Learning Specialists: According to the World Economic Forum, AI and Machine Learning Specialists are among the fastest-growing roles. Early careers talent looking to enter these professions need a strong background in computer science, programming, statistics and data analysis. Companies are increasingly creating graduate pathways specifically for these roles. 
  • Cybersecurity Analysts: The World Economic Forum ranks networks and cybersecurity among the top three fastest-growing skills. Entry-level roles in this field are expanding as organisations build security teams to protect expanding digital infrastructure. Early careers talent should focus on network security, ethical hacking, risk management and security compliance. 
  • Sustainability and Environmental Specialists: With 47% of employers expecting climate-change mitigation to transform their business in the next five years, organisations are creating early careers paths in sustainability. Entry-level roles supporting renewable energy engineers and environmental specialists represent growing opportunities for graduates with relevant knowledge. 
  • Data Analysts and Data Scientists: Big Data Specialists are among the fastest-growing jobs in percentage terms. Early careers programmes in this area are expanding rapidly, seeking talent with skills in data mining, statistical analysis, programming and data visualisation. 
  • Remote Work Support Specialists: According to the World Economic Forum, 83% of employers plan to provide more opportunities to work remotely, creating significant demand for professionals who can support distributed workforces. These roles represent new entry points for early careers talent with strong organisational skills and digital communication tools proficiency. 
  • Health and Wellness Coaches: Supporting employee health and well-being is becoming a strategic priority, with 64% of employers identifying it as key for talent attraction. Early careers talent with knowledge in nutrition, fitness, mental health awareness and coaching may find entry-level opportunities across sectors. 
  • Robotics Engineers: With 58% of employers expecting robotics to transform their business by 2030, early careers pathways are emerging for talent with skills in mechanical engineering, electronics, and programming. Graduate schemes specifically focused on automation and robotics are becoming more common. 
  • Virtual Reality (VR) and Augmented Reality (AR) Developers: LinkedIn data shows Game Designers and Game Developers grew by 58% and 40% respectively as the UK games sector hit record size during the pandemic. New entry-level positions for those with skills in 3D modelling, design and user experience are emerging. These roles often don’t require extensive experience, making them accessible to recent graduates. 
  • Sustainable Agriculture Technicians: The focus on climate change adaptation is driving innovation in food production systems, creating entry-level roles in agricultural technology. These positions offer opportunities for graduates interested in agricultural science, hydroponics, and sustainable practices.  
  • Blockchain Developers: Financial institutions and technology companies are developing entry-level pathways for those with knowledge of blockchain technologies. Early understanding of cryptography, programming, and distributed ledger technology can position graduates for these emerging roles. 
  • Drone Operators and Technicians: Industries from construction to energy are creating new positions to support drone operations, data collection and analysis. These roles provide early career opportunities in a growing field without requiring extensive experience. 
  • Genomic Counsellors: The growth in healthcare specialisations will continue to evolve as healthcare becomes more technology driven. Genetics, biology, and ethics will be areas of entry for early careers talent. 

For early careers programmes, these emerging roles represent opportunities to create specialised graduate pathways that attract top talent in competitive fields. Talent acquisition leaders should consider developing targeted recruitment campaigns that highlight these future-focused opportunities to differentiate their employer brand. 

Essential Skills for Early Careers Success 

As occupations evolve alongside increasingly capable machines, early careers talent will need to develop a range of skills that may not be emphasised in traditional education. For talent acquisition leaders, understanding these skills is crucial for designing effective assessment and development programmes: 

  • Digital Literacy: Beyond basic computer skills, early careers talent needs a strong understanding of digital tools, platforms, and concepts. The WEF report identifies AI and big data as the top fastest-growing skills, followed by networks and cybersecurity. Early careers programmes should incorporate digital assessments and training from day one. 
  • Critical Thinking and Problem-Solving: With routine tasks automated, analytical thinking remains the most sought-after core skill among employers, with seven out of 10 companies considering it essential. Assessment centres and selection processes should prioritise these capabilities over technical knowledge that can be taught. 
  • Adaptability and Lifelong Learning: The WEF report highlights that workers can expect 39% of their existing skill sets to become outdated by 2030. Early careers talent with demonstrated learning agility and curiosity will be better positioned to evolve with their roles. Graduate programmes should emphasise continuous development rather than fixed skill sets. 
  • Emotional Intelligence: As automation increases, uniquely human skills such as empathy, communication, and teamwork become more valuable. The WEF identifies resilience, flexibility, and leadership as among the most sought-after core skills. Early careers development should focus on these interpersonal capabilities alongside technical training. 
  • Environmental Awareness: Understanding sustainability issues is increasingly important across sectors. Environmental stewardship has entered the list of top 10 fastest-growing skills for the first time, driven by climate-change mitigation trends. Early careers programmes should incorporate sustainability awareness regardless of function. 

For talent acquisition leaders, these skill requirements necessitate a shift in assessment approaches. Moving away from traditional competency frameworks toward evaluating learning potential, adaptability, and critical thinking will be essential for identifying successful early careers talent. 

Reshaping Education & Early Careers Development 

McKinsey’s research suggests that by 2030, 75 million to 375 million workers globally will need to switch occupational categories. This has profound implications for how organisations approach early careers development and partner with educational institutions: 

  • STEM Subjects: Science, Technology, Engineering, and Mathematics subjects provide the foundation for many future roles. Early careers programmes should consider developing partnerships with universities to influence curriculum design and create clear pathways from STEM degrees into organisations. 
  • Interdisciplinary Approaches: LinkedIn data shows high demand for roles requiring a mix of technical and human skills. Graduate schemes that rotate early careers talent through both technical and commercial functions can develop this valuable blend of capabilities. 
  • Environmental Focus: With sustainability becoming business-critical, early careers programmes should incorporate green skills development regardless of function. This could include sustainability projects, environmental impact assessments, or dedicated learning modules. 
  • Ethics Understanding: As technology raises complex questions, early careers talent needs to understand ethical implications of business decisions. Development programmes should include ethical case studies and discussions, particularly for those working with advanced technologies. 
  • Accelerated Digital Upskilling: Rather than assuming tech and digital skills will develop over time, organisations should front-load technical training in early careers programmes to enable faster productivity and contribution. 

For talent acquisition leaders, this means reimagining traditional graduate development approaches. Annual intake models may give way to more frequent, specialised recruitment aligned to emerging skill needs. Development pathways will need to become more personalised, with greater emphasis on continuous learning rather than prescribed programmes. 

Preparing Emerging Talent for the Future 

The landscape for early careers talent is changing dramatically. Traditional entry-level roles are disappearing or transforming, while entirely new career paths are emerging. For talent acquisition leaders, this presents both challenges and opportunities to reimagine how organisations attract, develop and retain emerging talent. 

Success in this evolving environment requires a fundamental shift in approach—moving from standardised graduate programmes toward more agile, personalised development journeys that emphasise continuous learning and adaptability. Organisations that create clear pathways into emerging fields, develop innovative assessment approaches, and build strong educational partnerships will gain significant competitive advantage in the talent market. 

For the next generation entering the workforce, including our children, these changes promise exciting opportunities to build careers that may look very different from those that came before—careers that may not even exist yet. Our role as talent acquisition leaders is to help them navigate this uncertainty, providing early careers programmes that prepare both emerging talent and our organisations for a rapidly changing future. 

When it comes to advising my kids on their future and the subjects they want to follow, it’s not straightforward. But as my Auntie once told me, you’ll be surprised just how much you will learn from your children. Kids are curious, and they aren’t stuck in historical thinking and norms. Our job is to guide them and encourage them to stay curious as we watch the world change!