Gillian is Managing Director of Emerge Development Consultancy, which she founded 28 years ago. She is a Master Executive Coach working with many CEOs and managing Directors globally. She is also an international speaker and, in 2020, was named by f: Entrepreneur as one of the leading UK Female Entrepreneurs in the I also campaign. In 2023, she was named Leader of the Year by the Women’s Business Club.
Are you giving your graduates and apprentices the best chance of success? Many organisations invest heavily in lengthy, resource-intensive early careers recruitment processes to secure top talent. After all that effort, ensuring these new hires are equipped to thrive is critical.
Yet recent studies show a troubling trend: a significant number of UK graduates lack confidence when entering the workplace, which hampers their career progression. In 2022, 41% of graduates reported feeling unprepared, and 48% feared their confidence issues would hinder their job prospects. While confidence levels rose to 68% in 2023, thanks in part to increased work experience, 21% still lacked confidence when applying for jobs related to their degree.
Practical exposure clearly builds self-assurance, but gaps remain.
This confidence crisis presents serious challenges. Organisations risk missing out on top candidates, and individuals may face underemployment, stalled career growth, and deteriorating mental health. Supporting graduates in transitioning from education to employment is vital for both their success and your organisation’s growth.
A clear gender divide compounds this issue. Male graduates generally display higher self-assurance, which propels their career trajectories and contributes to women’s underrepresentation in senior roles. Women are also far more likely to skip applications where they don’t meet every requirement, while men apply more broadly, demonstrating greater confidence.
Insights from the Higher Education Statistics Agency (HESA) in 2023 emphasise the need for targeted, timely training aligned with graduates' career aspirations and today’s dynamic job market. Generic development programs fail to deliver. Early-career professionals require tailored strategies to build confidence, emotional intelligence, interpersonal skills, and political savvy to navigate complex workplace dynamics. Confidence is especially pivotal; it drives resilience, decision-making, visibility, and proactive learning.
Entering the workplace can be overwhelming, filled with daily unknowns, new environments, diverse behaviours, and steep learning curves. Competitive hiring processes often amplify imposter syndrome, particularly if feedback is scarce. For neurodivergent graduates, a lack of recognition or inclusivity creates even greater hurdles.
Investing in robust, well-timed graduate development programs isn’t just a benefit; it’s a necessity for unlocking potential, fostering confidence, and setting the stage for long-term success.
Organisations that invest in confidence-building measures create a more motivated, engaged, and productive workforce. This article highlights practical strategies for developing confidence during that critical initial period, starting with looking at what the organisation can do.
Creating a culture of learning
Young people today are accustomed to learning at their fingertips, becoming proficient in new skills rapidly. Therefore, it is crucial for learning to be continuous, supportive, timely, and varied. While a formal training program for graduates and apprentices is essential, it can sometimes require participants to wait for available spaces. This highlights the importance of offering learning in diverse formats. Day-to-day coaching from managers, peers, and mentors, combined with exposure to safe experiential learning, is immensely valuable for building confidence. Prioritising psychological safety, an environment where people can challenge constructively and learn from mistakes, should be a top priority for every organisation.
Key actions to accelerate performance and build confidence
Effective onboarding: Many onboarding processes are inadequate, involving brief introductory tours and a one-week induction before new hires are left to navigate on their own. A successful onboarding plan should be structured, extend over at least three months, and include clear milestones. Weekly reviews should track both confidence and competence across all key areas.
Early introduction to organisational culture, vision, and values: Early-career employees need a clear understanding of the company’s mission, values, and how their roles contribute to broader goals.
Promoting diversity and inclusion: A workplace where employees feel valued and respected fosters a sense of belonging and confidence. Managers should regularly ask team members how to create an environment where they can thrive, leveraging diverse thinking and working styles.
Workshops on self-confidence and growth mindset: Training that focuses on confidence, resilience, and adaptability equips employees with psychological tools for success.
Preparing graduates for leadership: First-time leadership roles can be daunting. Programs that prepare employees for this step build confidence and demonstrate trust in their potential.
Encouraging open communication: Transparent communication channels help new employees feel heard and reduce the stress of unfamiliar environments, boosting early engagement.
Incorporating mentoring and buddying: Assigning a ‘buddy’ to new graduates and connecting them with mentors and peer groups creates a robust support system that enhances learning and confidence.
Managerial influence on new employee success
Managers play a pivotal role in supporting new employees and significantly impact their confidence. Proactive leadership fosters a supportive and growth-oriented environment, enabling early-career professionals to thrive. Key strategies include:
Providing clear expectations and feedback: Clearly defined roles, responsibilities, and the extent of one’s authority reduce ambiguity. Setting measurable goals and providing regular, constructive feedback, not just when issues arise, builds confidence and eliminates uncertainty.
Celebrating small wins: Recognizing even minor achievements reinforces positive behaviours and builds momentum. Both public and private recognition boost morale.
Encouraging skill development: Offering stretch assignments and challenging tasks, along with the right support, helps employees develop competence and confidence.
Creating a safe space for mistakes: A culture where mistakes are learning opportunities rather than failures reduces fear and fosters innovation.
Collaborating on development plans: Managers should co-create personalised development plans with early-career employees, aligning with both individual aspirations and organisational goals. Regular reviews ensure relevance and progress.
Providing interactive and experiential learning: Hands-on training, job shadowing, and real-life projects help employees apply knowledge and develop practical skills.
Implementing regular check-ins and feedback loops: Scheduled one-on-one meetings to review progress, address questions, and provide guidance to promote a growth mindset and sustained confidence.
How to encourage graduates and apprentices to accelerate their careers
Graduate training programmes should guide participants to focus on strategies that enhance career development:
Seek feedback actively: Regularly requesting feedback helps individuals identify strengths and improvement areas, promoting continuous learning. Encourage maintaining a feedback record and seeking LinkedIn recommendations from project collaborations.
Set personal goals: Establishing achievable milestones fosters a sense of progress and accomplishment.
Practice self-awareness: Regular self-reflection through journalling about successes and setbacks helps individuals recognise growth and pinpoint areas for improvement.
Develop a growth mindset: Viewing challenges as learning opportunities rather than threats enhances resilience and confidence.
Take responsibility for development plans: Early-career professionals should actively manage their development plans, identifying strengths, growth areas, and long-term goals. Tracking progress and revising goals ensures ownership and continuous improvement.
Conclusion
Confidence is a critical determinant of success for early-career professionals. Implementing targeted strategies at the managerial, individual, and organisational levels creates environments that foster growth, resilience, and long-term success. Confidence not only benefits individuals but also enhances organisational performance, innovation, and retention -positioning businesses to attract top graduates in the future.
Read more from Gillian Jones-Williams
Gillian Jones-Williams, Emerge Development Consultancy
Gillian is Managing Director of Emerge Development Consultancy, which she founded 28 years ago. She is a Master Executive Coach working with many CEOs and managing Directors globally. She is also an international speaker and, in 2020, was named by f: Entrepreneur as one of the leading UK Female Entrepreneurs in the I also campaign. In 2023, she was named Leader of the Year by the Women’s Business Club and has just been named Businesswoman of the Decade in the Best Businesswomen Awards.
Gillian founded the RISE Women’s Development Programme, which is delivered both in the UK and the Middle East, and Saudi and is her absolute passion.
She is also the co-author of How to Create a Coaching Culture, 50 Top Tools for Coaching, and the author of Locked Down but Not Out, which is a diary of the first 3 months of the pandemic to raise money for the bereaved families of the NHS workers who died during COVID-19.
Emerge provides specialist support and training on anti-harassment and inclusive cultures. If you want to know more about this support of any of our other training and development solutions, please do contact us on 01329 820580 or via info@emergeuk.com.
