The early stages of a career can shape a person's working life for years to come. Yet younger workers are facing a challenging labour market, with fewer opportunities to get their foot on the career ladder and build the experience employers often ask for. For businesses, overlooking this generation could create problems of your own.
Young workers are facing a difficult start
Recent analysis points to the continuing difficulties faced by young people in the labour market, with younger workers particularly affected by weaker hiring conditions. For those trying to secure their first meaningful opportunity, the challenge can become a frustrating cycle: employers want experience, but gaining that experience requires someone to offer the opportunity in the first place.
This is more than a social issue. It has implications for your future workforce.
If organisations consistently prioritise candidates who already have several years of experience, you may find yourself drawing from an increasingly narrow talent pool. You also risk missing out on capable, motivated people who could develop into highly valuable employees with the right support.
Your future talent pipeline needs attention
Think about where your experienced employees came from. Many will have started in relatively junior positions, learning your systems, processes and ways of working before progressing into more senior roles. These employees are often the most receptive to learning and becoming a seamless part of your organisation, adding value quickly and for the long-term.
If you stop bringing people in at entry level, you can create a gap further up the pipeline. Five or ten years from now, who will have developed the experience needed to step into your middle-management and specialist positions?
Investing in younger talent today can therefore be a form of workforce planning. You are not simply filling an immediate vacancy; you are developing the people who could help you meet future skills needs.
Look beyond experience on a CV
Younger candidates may not have an extensive employment history, but that does not mean they lack valuable skills, or the ability to gain them quickly.
You might find evidence of organisation, communication and initiative through education projects, volunteering, part-time work, placements or extracurricular activities. Someone with limited office experience may also bring strong digital confidence, fresh perspectives and an ability to adapt quickly to new technology.
Your recruitment process should therefore consider potential alongside previous experience. Could you train someone to use your systems? Can you develop their technical knowledge? If the answer is yes, a candidate with the right attitude and transferable skills may ultimately be a better long-term investment than someone who simply ticks every box today.
Don't underestimate the value of early experience
For a young person, even a temporary opportunity can make a significant difference. For you, temporary hiring can also be a useful way to assess potential in practice. You can see how someone works within your team, responds to feedback and handles responsibility before considering whether there is scope for a longer-term opportunity.
This creates a more flexible route into the workforce while helping you identify emerging talent.
Build a workforce that can grow with you
Younger workers also bring a perspective shaped by a different educational, technological and social landscape. Bringing them into your workforce can contribute to a broader mix of experiences and viewpoints, helping you better understand changing customer expectations and ways of working.
The key is to give people the opportunity to develop. Ultimately, neglecting younger workers could leave you with a short-term solution and a long-term talent problem. By widening your approach to recruitment and recognising potential, you can help build a stronger pipeline of skilled people for the future.
We can help you identify young people with the potential you’re looking for. Work with us.