Latest news with #talentdevelopment
Fast Company
a day ago
- Business
- Fast Company
Employers are still hiring recent graduates—just more cautiously
Every year, I tell my students in my business analytics class the same thing: 'Don't just apply for a job. Audition for it.' This advice seems particularly relevant this year. In today's turbulent economy, companies are still hiring, but they're doing it a bit more carefully. More places are offering candidates short-term work experiences like internships and co-op programs in order to evaluate them before making them full-time offers. This is just one of the findings of the 2025 College Hiring Outlook Report. This annual report tracks trends in the job market and offers valuable insights for both job seekers and employers. It is based on a national survey conducted in September 2024, with responses from 1,322 employers spanning all major industries and company sizes, from small firms to large enterprises. The survey looks at employer perspectives on entry-level hiring trends, skills demand, and talent development strategies. I am a professor of information systems at Drexel University's LeBow College of Business in Philadelphia, and I coauthored this report along with a team of colleagues at the Center for Career Readiness. Here's what we found: Employers are rethinking talent pipelines Only 21% of the 1,322 employers we surveyed rated the current college hiring market as 'excellent' or 'very good,' which is a dramatic drop from 61% in 2023. This indicates that companies are becoming increasingly cautious about how they recruit and select new talent. While confidence in full-time hiring has declined, employers are not stepping away from hiring altogether. Instead, they're shifting to paid and unpaid internships, co-ops, and contract-to-hire roles as a less risky route to identify talent and 'de-risk' full-time hiring. Employers we surveyed described internships as a cost-effective talent pipeline, and 70% told us they plan to maintain or increase their co-op and intern hiring in 2025. At a time when many companies are tightening their belts, hiring someone who's already proved themselves saves on onboarding reduces turnover and minimizes potentially costly mishires. For job seekers, this makes every internship or short-term role more than a foot in the door. It's an extended audition. Even with the general market looking unstable, interest in co-op and internship programs appears steady, especially among recent graduates facing fewer full-time opportunities. These programs aren't just about trying out a job. They let employers see if a candidate shows initiative, good judgment, and the ability to work well on a team, which we found are traits employers value even more than technical skills. What employers want We found that employers increasingly prioritize self-management skills like adaptability, ethical reasoning, and communication over technical skills such as digital literacy and cybersecurity. Employers are paying attention to how candidates behave during internships, how they take feedback, and whether they bring the mindset needed to grow with the company. This reflects what I have observed in classrooms and in conversations with hiring managers: Credentials matter, but what truly sets candidates apart is how they present themselves and what they contribute to a company. Based on co-op and internship data we've collected at Drexel, however, many students continue to believe that technical proficiency is the key to getting a job. In my opinion, this disconnect reveals a critical gap in expectations: While students focus on hard skills to differentiate themselves, employers are looking for the human skills that indicate long-term potential, resilience, and professionalism. This is especially true in the face of economic uncertainty and the ambiguous, fast-changing nature of today's workplace. Technology is changing how hiring happens Employers also told us that artificial intelligence is now central to how both applicants and employers navigate the hiring process. Some companies are increasingly using AI-powered platforms to transform their hiring processes. For example, Children's Hospital of Philadelphia uses platforms like HireVue to conduct asynchronous video interviews. HR-focused firms like Phenom and JJ Staffing Services also leverage technologies such as AI-based resume ranking, automated interview scheduling, and one-way video assessments. Not only do these tools speed up the hiring process, but they also reshape how employers and candidates interact. In our survey, large employers said they are increasingly relying on AI tools like resume screeners and one-way video interviews to manage large numbers of job applicants. As a result, the candidate's presence, clarity in communication, and authenticity are being evaluated even before a human recruiter becomes involved. At the same time, job seekers are using generative AI tools to write cover letters, practice interviews, or reformat résumés. These tools can help with preparation, but overreliance on them can backfire. Employers want authenticity, and many employers we surveyed mentioned they notice when applications seem overly robotic. In my experience as a professor, the key is teaching students to use AI to enhance their effort, not to replace it. I encourage them to leverage AI tools but always emphasize that the final output and the impression it makes should reflect their own thinking and professionalism. The bottom line is that hiring is still a human decision, and the personal impression you make matters. This isn't just about new grads While our research focuses on early-career hiring, these findings apply to other audiences as well, such as career changers, returning professionals, and even mid-career workers. These workers are increasingly being evaluated on their adaptability, behavior, and collaborative ability—not just their experience. Many companies now offer project-based assignments and trial roles that let them evaluate performance before making a permanent hire. At the same time, employers are investing in internal reskilling and upskilling programs. Reskilling refers to training workers for entirely new roles, often in response to job changes or automation, while upskilling means helping employees deepen their current skills to stay effective and advance in their existing roles. Our report indicates that approximately 88% of large companies now offer structured upskilling and reskilling programs. For job seekers and workers alike, staying competitive means taking the initiative and demonstrating a commitment to learning and growth. Show up early, and show up well So what can students, or anyone entering or reentering the workforce, do to prepare? Start early. Don't wait until senior year. First- and second-year internships are growing in importance. Sharpen soft skills. Communication, time management, problem-solving, and ethical behavior are top priorities for employers. Understand where work is happening. More than 50% of entry-level jobs are fully in person. Only 4% are fully remote. Show up ready to engage. Use AI strategically. It's a useful tool for research and practice, not a shortcut to connection or clarity. Stay curious. Most large employers now offer reskilling or upskilling opportunities, and they expect employees to take initiative. One of the clearest takeaways from this year's report is that hiring is no longer a onetime decision. It's a performance process that often begins before an interview is even scheduled. Whether you're still in school, transitioning in your career, or returning to the workforce after a break, the same principle applies: Every opportunity is an audition. Treat it like one.
Zawya
2 days ago
- Sport
- Zawya
Ministry of Sports launches ‘Talent Committee Platform'
H.E. Dr. Al Falasi: Launching the platform is a pivotal step toward building an intelligent and sustainable sports system that accelerates the talent discovery process and achieves national sporting accomplishments through integrated institutional partnerships. H.E. Sheikh Suhail bin Butti Al Maktoum: The platform utilises advanced digital analytics to enhance the development of athletic talent and contribute to elevating the competitiveness of UAE sports. 'Talent Committee Platform' offers a unified entry point, and a comprehensive database integrated with the 'Sportifai' digital platform to accurately and transparently track athletes' technical and physical performance. The UAE Committee for Talent and National Sports Support (UAETSS) oversees the platform's operation and is responsible for designing and implementing initiatives that support talent development pathways across various sports. As part of its programs, the Committee provides athletes with access to state-of-the-art training facilities, high-quality specialised coaching by expert trainers, and preparation camps both domestically and abroad. The launch ceremony of the platform included honoring the supporters of athletic talents with the 'Sports Giving Award', in recognition of their pivotal role in establishing a sustainable sports environment that enhances opportunities for excellence and success among Emirati athletes. The announcement of the selection of 58 outstanding athletic talents as the first cohort of athletes on the platform, who will be included in the Committee's official support programs. UAE: The Ministry of Sports launched the 'Talent Committee Platform', an initiative overseen by the UAE Committee for Talent and National Sports Support (UAETSS), which is a key body within the Ministry. The announcement was made during a formal ceremony in Dubai, attended by H.E. Dr. Ahmad Belhoul Al Falasi, Minister of Sports; H.E. Ghanim Mubarak Al Hajeri, Undersecretary of the Ministry of Sports; and H.E. Sheikh Suhail bin Butti Al Maktoum, Assistant Undersecretary for the Sports Development and Competitiveness Sector and Chairman of the UAETSS. The event gathered leading national sports figures, investors, federation and club representatives, and a number of athletes. The Talent Committee Platform is designed to transform the way athletic talent is identified and developed across the UAE. Serving as a unified access point for all stakeholders in the sports ecosystem, including athletes, parents, coaches, scouts, clubs, federations, and educational institutions, it offers easy access to a comprehensive and accurate database. The platform is fully integrated with the Ministry's recently launched 'Sportifai' digital platform, enabling real-time, data-driven monitoring of athletes' performance and growth. This integration supports transparent and objective assessments of both technical skills and physical development of the athletes. H.E. Dr. Ahmad Belhoul Al Falasi highlighted that the launch of the platform reflects the vision of the UAE's wise leadership in advancing sports excellence and ensuring long-term sustainability through innovative technologies and strategic collaborations. H.E. said: 'The introduction of the 'Talent Committee Platform' represents a major milestone in establishing an intelligent, integrated sports ecosystem - one that can identify promising talent from an early stage and support their growth through structured development programs driven by data, digital governance, and partnership. This platform not only offers advanced digital tools but also creates a comprehensive national framework that links schools, academies, clubs, and federations. Using digital governance, it streamlines talent identification and development processes, enhances overall performance, and makes access to emerging athletic potential across the UAE easier." H.E. added, 'Recognising talent from a young age is fundamental to shaping elite athletes and is the central factor in achieving success in Olympics and international competitions. This project will significantly contribute to the objectives of the National Sports Strategy 2031 by increasing the number of Emirati athletes qualifying for the Olympic Games. Our current priority is to establish a sustainable national system that not only identifies promising talent but also supports their growth toward the highest standards of competitive performance.' During the ceremony, H.E. Ghanim Mubarak Al Hajeri, delivered the opening speech, as he expressed his heartfelt gratitude to all supporters and sponsors whose contributions have been instrumental to the success of this groundbreaking national initiative. He highlighted that their continued support is crucial in creating a sustainable sports ecosystem that empowers Emirati athletes and enhances their potential for excellence and success. H.E. Sheikh Suhail bin Butti Al Maktoum, during his speech at the ceremony stated: 'This new platform is a key component of the Ministry's broader digital transformation strategy. It plays a central role in the talent discovery system by integrating digital analytics, data, and technical assessments with personalised talent development pathways. With the aid of advanced technology and a well-defined strategic vision, the platform lays the foundation for a sustainable national system to discover and develop talent, while enhancing the competitiveness of UAE sports and reinforcing its presence on the global stage.' H.E. added: 'The platform plays a crucial role in creating a unified, science-based framework for talent evaluation, ensuring fairness and transparency throughout the selection process. It offers advanced analytical tools to track development and performance metrics, enabling informed decisions on the qualification and advancement of athletes at every stage. By providing an integrated environment that includes technical support, training camps, opportunities for local and international competition, and academic guidance, the platform ensures that the athletes see a balanced growth, both in sports and academic careers.' H.E. further pointed out that the UAETSS remains fully committed to identifying athletic talent and providing support for emerging athletes through a well-organised development pathway aimed at preparing them to reach the highest professional level. The ceremony witnessed the announcement of 58 outstanding athletic talents selected as the first batch of athletes to join the platform and benefit from the Committee's official support programs. These talents were chosen following a rigorous evaluation process conducted in collaboration with sports federations and specialized scouts. They represent 13 different sports, including: badminton (12 athletes), swimming (7), archery (7), taekwondo (6), athletics (5), chess (5), rowing and sailing (4), fencing (3), shooting (2), golf (2), football (2), table tennis (2), and triathlon (1 athlete). The event also featured a presentation of the Talent Committee Platform, including a detailed explanation of the registration process for talented athletes. It also highlighted the pivotal role the platform will play in advancing the sports development journey in the UAE and achieving national sports ambitions. The platform is currently in its pilot phase, in preparation for its official public launch, which is scheduled for the first week of July. The selection of athletic talents for the UAETSS followed two main pathways: the first involved direct nominations from sports federations for athletes who demonstrated outstanding performance and the potential to represent the country internationally. The second pathway relied on talent identification during the finals of the School Games, through specialized scouting teams in collaboration with PlayerMaker and Precision Football, utilizing advanced digital analysis tools to detect promising potential. During the event, H.E. Dr. Ahmad Belhoul Al Falasi honored individuals and entities that have supported the Committee by awarding them the 'Sports Giving Award'. The UAETSS has activated a growing network of supporters from both the public and private sectors, classified into three main tiers: Gold, Silver, and Bronze. This financial support forms a key pillar in funding the Committee's programs. The Gold category features a distinguished group of supporters, including MAIR group, General Holding Company – Industries, Al Waha Capital, Dolphin Energy Limited, Al Dhahira Holding Group, HSBC Bank, Dr. Ali Saeed bin Harmal Al Dhaheri, Abu Dhabi National Oil Company (ADNOC), Abu Dhabi Airports, Abu Dhabi Commercial Bank, the Economic Balance Council, and the National Marine Dredging Company. Supporters in the Silver category include a diverse group of entities and individuals, such as Emirates Telecommunications Corporation – Etisalat, Lulu Group, Aldar Properties, Seddiqi Holding Group, Binouna Al Gharbia Group, Al Hilal Bank, Emirates Integrated Telecommunications Company – du, Dr. Abduljaleel Abdulrahman Al Bulooki, Al Masaood Company, Sheikh Mohammed bin Ahmed Al Qasimi, Zayed bin Sultan Al Nahyan Charitable and Humanitarian Foundation, Acron Trading and Transport Company, H.E. Mohammed Khalfan Al Rumaithi, Umair Travel Agency, Apparel Group, Al Baraka International Investment, and Emirates Automobile Club. The Bronze category featured a list of supporters, including Sadiq Fath Al Khaja, Abdulhamid Abdulrahman Al Khouri, Rashid Mubarak Al Hajri, Mohammed Rasool Khouri & Sons, and Mohammed Abduljaleel Al Faheem. Notably, the UAE Committee for Talent and National Sports Support, founded in 2021, plays a key role in shaping and executing programs aimed at identifying and developing athletic talent. The Committee has forged partnerships with sports federations, clubs, and educational institutions to cultivate a new generation of athletes fully prepared to compete on the international stage, within a sustainable and professional sporting environment. The UAETSS carries out its duties in close collaboration with government entities, sports federations, schools, clubs, and academies to identify and develop high-level athletes across the country. The UAETSS is focused on achieving several strategic goals, and the most significant among them is enhancing the systems for identifying sports talent across the UAE, creating an environment that supports athletic growth, and ensuring access to the resources needed for athletes to reach the highest levels of performance. Moreover, through its various programs, the Committee offers comprehensive support to athletes along multiple development pathways. This includes access to state-of-the-art training facilities, expert coaching by specialised professionals, training camps within the country as well as abroad, valuable opportunities to participate in competitive tournaments, and complete administrative assistance to support the athletes' progression in sports. -Ends-
Malay Mail
2 days ago
- Business
- Malay Mail
Johor MB: IMFC-J records over 400 investment enquiries with RM16.71b in committed investments
ISKANDAR PUTERI, June 19 — The Invest Malaysia Facilitation Centre-Johor (IMFC-J) has received a total of 439 investment-related enquiries within just five months since its launch in February this year. Johor Menteri Besar Datuk Onn Hafiz Ghazi said the centre also secured 57 potential investments worth RM26.18 billion, along with six committed investments valued at RM16.71 billion. He said IMFC-J is transforming how investments are executed in the state, particularly through the Johor Super Lane (JSL) initiative, which offers fast-track approvals for priority investments by eliminating unnecessary bureaucracy and accelerating decision-making processes. 'This is because we believe doing business in Johor should be easy, efficient, and investor-friendly,' he said during the closing ceremony of the Nikkei Forum Medini 2025, which was also attended by Prime Minister Datuk Seri Anwar Ibrahim. Onn Hafiz said Johor is also ready to meet talent demands through the Johor Talent Development Council (JTDC), which also serves as part of the preparations for the Johor-Singapore Special Economic Zone (JS-SEZ). 'JTDC ensures that from day one of investor engagement, talent planning is already on the table. We align your workforce needs with our talent pipeline. 'By 2026, our goal is clear — 10,000 job-ready graduates in sectors aligned with JS-SEZ focus areas such as smart manufacturing, semiconductors, digital infrastructure, and renewable energy,' he said. He also reiterated that Johor welcomes the participation of Regional Comprehensive Economic Partnership (RCEP) member countries in the planning of the ASEAN Industrial Park. 'We welcome your participation and feedback in all these initiatives. Johor stands ready as a committed partner, a willing collaborator, and a responsible custodian of the opportunities entrusted to us,' he said. Earlier, Onn Hafiz expressed his deep honour over Nikkei's decision to select Medini, Johor, as the venue for its international forum, describing it as a reflection of the strong Japan-Malaysia ties and Johor's growing global prominence. Co-organised by Iskandar Investment Bhd and Japan's Nikkei Inc, the two-day Nikkei Forum Medini Johor 2025 is hosted by the Johor state government with support from the Johor Economic Planning Division, Invest Johor, and the Iskandar Puteri City Council. — Bernama
Malay Mail
3 days ago
- Business
- Malay Mail
MDEC spearheads Johor's bid to become Asia's tech powerhouse, says digital transformation chief
ISKANDAR PUTERI, June 18 — The Malaysia Digital Economy Corporation (MDEC) plays a leading role in realising Johor's aspiration to become Asia's digital hub through various strategic initiatives and inter-agency collaborations. MDEC chief of digital transformation, Datuk Fadzli Abdul Wahit, said the agency is directly involved in facilitating digital investments and expanding market access through close cooperation with several agencies, such as Invest Johor and the Malaysian Investment Development Authority (MIDA). 'We play a role in coordinating all types of approvals, liaising with all government agencies, and providing comprehensive support in terms of investment facilitation and market access,' he told Bernama after serving as a panellist at the Nikkei Forum Medini 2025 here today. He said in terms of talent and skill development, MDEC collaborates with the Johor Talent Development Council (JTDC), as well as universities and industries, to improve workforce employability in the digital economy sector. According to him, the collaboration aims to upskill the local workforce in high-tech fields such as artificial intelligence (AI), cybersecurity, blockchain technology, and the Fourth Industrial Revolution (IR 4.0). 'MDEC also works with various parties in developing digital infrastructure and regulatory aspects to ensure the state's digital ecosystem grows holistically and sustainably,' he added. Among the initiatives provided are innovation grants, tax incentives, and smart fund facilities specifically for Johor-based companies under the Malaysia Digital framework. For the small and medium enterprise (SME) sector, Fadzli said MDEC will offer innovation grants and ecosystem matchmaking programmes to enable local industry players to develop talent and technology capable of penetrating export markets. He also highlighted that Johor is now in a prime position to become a regional digital hub due to its strategic location near Singapore and stands to gain greatly from bilateral cooperation through the Johor-Singapore Special Economic Zone (JS-SEZ). 'To become a leader at the Asean level, we must develop suitable talent, infrastructure, and funding. Johor is in the best position because it can complement Singapore's strengths, and vice versa,' he said. — Bernama
Fast Company
5 days ago
- Business
- Fast Company
Why bench strength is a business imperative—and how to build it
When manufacturing industry leaders discuss bench strength—an organization's ability to fill critical roles from within—the conversation inevitably reveals a concerning pattern: Many CEOs look within their organization for successors and find their pipeline lacking. The problem extends beyond the top position to their direct report level, creating a systemic challenge in leadership development. This weakness in organizational depth often becomes apparent at the most inopportune moments, such as during rapid growth phases or when key leaders unexpectedly depart. One of the biggest mistakes organizations make is that they think it's a copy-and-paste approach, meaning, 'Let's just hire more of the same.' But when you start with strategic alignment, you ensure that the bench strength you're developing focuses on building the capabilities the organization will need tomorrow, not just replacing what it has today. Easy to say, yet hard to do. Business leaders need to own the conversations about cost reduction, market expansion, and technology transformation, understanding the talent implications that flow from these strategic imperatives. When talent strategy flows directly from business strategy and is driven by business leaders collaborating with HR, you can see undeniable better engagement and outcomes. Leadership effectiveness goes beyond technical capabilities and industry experience. In my experience, success often hinges on how executives work with and through others—their communication style, information processing, and team leadership abilities. This becomes increasingly important as organizations become more complex and interconnected. Tomorrow's leaders need strong adaptive capabilities alongside technical expertise. The rapid advancement of automation and artificial intelligence means leaders must demonstrate strategic thinking, emotional intelligence, and the ability to drive innovation through collaborative teams. Rather than seeking individual leaders who embody every desired trait, focus on building leadership teams with complementary styles and capabilities. This diversity in thinking and approach often proves more effective for organizational resilience and innovation. In the past, leadership capabilities like 'Drives for results,' 'Takes action,' and 'Aggressively pushes the organization' were valued and rewarded. That action orientation is still needed in the manufacturing industry, but the differentiating competencies that will make a difference are 'Leading with empathy,' 'Being courageous and vulnerable,' and 'Listening and acting with kindness.' Structured development programs are essential for building bench strength. These programs should go beyond traditional training to include real-world experience and challenges. To do so, provide employees with exposure to different parts of the business, ensure teams spend time at multiple locations with various disciplines, and create mentor relationships between current and future leaders. High-potential candidates need increasingly challenging assignments to test and develop their capabilities. These stretch assignments should be carefully chosen to build specific skills while maintaining a reasonable chance of success. The goal is to develop leaders through experience, not just education. Creating meaningful development opportunities requires careful planning and execution. Consider rotational programs that expose future leaders to different aspects of the business, cross-functional projects that build broader perspectives, and mentorship programs that transfer knowledge from experienced leaders to emerging talent. Bench strength development requires constant attention; you have to water the garden. Regularly evaluate talent development plans and measure efficacy. We recommend quarterly reviews of development progress and annual deep dives into overall bench strength. These reviews should assess both individual progress and organizational gaps. Market disruptions can shift talent demands unexpectedly—the COVID-19 pandemic, for example, dramatically increased demand for supply chain expertise and digital transformation capabilities. Regular assessment can help your organization stay ahead of these shifts and adjust development plans accordingly. Building strong bench strength directly impacts business value. Organizations with robust leadership benches can command higher valuations, win more new business, and increase share of wallet with existing clients. This investment in talent development proves crucial for long-term sustainability and growth. Through our conversations with industry analysts, we know that organizations with strong leadership benches have at least a 15% premium on how they are valued. We also see these organizations winning more business based on the quality of their teams and culture. Building bench strength isn't just about individual development programs—it requires creating a culture that values and supports leadership development at all levels. This means making development a priority, celebrating internal promotions, and recognizing leaders who effectively develop their teams. The most successful organizations make leadership development everyone's responsibility. Current leaders must see developing their successors as a key part of their role, and emerging leaders must take ownership of their development journey. When this culture takes hold, organizations can create self-sustaining pipelines of leadership talent that drive continued success and growth.
