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SubscribeThe early careers landscape and career progression are changing. Organizations are facing new challenges.
The Challenge: Identify and hire the graduate cohort who will be the leaders of the future, capable of delivering the digital and technological strategy.
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There is plenty of debate about what is – and who has – potential. Surely, the majority of the workforce has potential to reskill and upskill?
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The early careers landscape is changing. Organizations are facing new challenges, increased candidate expectations and are planning for an uncertain future.
In this blog, I will share my experience of helping one of the largest organizations in the world change their traditional assessment process for choosing Leaders in their company.
Many business sectors are going through a period of organizational and business transformation — and the banking sector is no exception.
“Assessing and identifying the key competencies effectively is now more important for employers than ever before.”
Long before the disruption of COVID-19, the financial services sector recognized the need to move outside of its traditional comfort zone.
In order to widen the talent pool for their early careers programs, many high-profile corporate recruiters have removed specific academic qualifications as prerequisites for applicants.
When lockdowns around the world began, those organizations with planned in-person, in-house development centers were forced to cancel them with immediate effect.
1:21:05In this virtual forum, we speak to some of Aon’s Early Careers Experts who talk about some of the trends, drivers and solutions that are shaping the future of early careers programmes.
1:21:50In the current pandemic world, where physical interactions are limited and the entire recruitment journey has moved online, only the most future-focussed organisations will hire the best.
The Challenge: Develop an assessment process to accurately identify those with high potential in the current employee talent pool to join its two year leadership program.
