Graduate training schemes serve to equip fresh graduates with essential training, financial support, and an avenue for networking. However, these programmes may not be a perfect match for every graduate. So, if they capture your attention, what should you be aware of and how might you secure a place on one?
Sinéad Brady, a career psychologist assisting both job seekers and businesses that aim to recruit top talent, describes these schemes as well-structured, comprehensive, and generally provided by larger enterprises. These programmes ensure the support of peers and offer diligent training whilst also being well organised, with explicit details on the expected tasks. They grant exposure to various company sectors whilst simultaneously offering an established network within the firm.
Usually, these schemes are a year or two in duration, offering trainees insights into the various departments and operations of the company. Their emphasis on continuous learning and mentorship makes them an ideal platform for companies to hire and groom potential talent, often derived from students who have previously undertaken internships with the firm.
Historically linked with the “big four” auditing companies, a growing number of organisations now offer such schemes. Career offices at tertiary education institutions report an increase in engineering, retail, transportation, and infrastructure firms introducing such initiatives. Brady states, “Entering at a junior level on a graduate scheme could potentially lead to rapid progression.” These in-house programmes provide sturdy access to continued learning and professional growth.
The schemes typically operate in cycles, with the most common intakes during the ‘milk round’ in spring and autumn. Aisling Conroy, career development manager at the University of Galway, finds that these programmes often appeal to students desiring a job in one of the big four accounting firms, or a professional-services or top law firm, providing them high-quality training.
However, graduate programmes are not everyone’s cup of tea. Some students might opt for a smaller firm’s entry-level position, attracted by the chance to undertake greater responsibilities and obtain the flexibility to shape their own roles.
Graduate schemes are often marketed extensively leading some students to believe that’s the only option, as mentioned by Conroy. Nevertheless, the majority of our graduates proceed to small and mid-sized businesses rather than large corporations. Conroy further observes that new graduates typically seek to join firms that share their individual values.
Notably, most organisations offering graduate recruitment schemes, especially the bigger firms, prioritise inclusion, equality, and diversity, and sustainability, which are significant to younger individuals. It’s usually mistaken that accounting firms will recruit only business graduates, or legal companies will exclusively hire law graduates. In contrast, graduate recruitment spans across all specialties – they primarily focus on the academic, social, and personal skills gained during the students’ time at university.
Generally, graduate recruiters acknowledge that applicants are youthful and possess limited work experience, therefore, a polished, in-depth CV isn’t expected. The recruiters consider a student’s final marks as well as the projects they’ve participated in, their involvement in clubs and societies, and any work or volunteering activities.
Although it may not be an point of boasting, due to its small size, Ireland may be harder ground for those without professional networks. While networking is universal, Ireland’s job market heavily relies on referrals, which tend to favour graduates from more affluent backgrounds who might know a professional able to refer or endorse them.
While there are exceptions, the majority of graduate recruitment initiatives are typically based on merit. Applications are evaluated mostly on their individual merits rather than factors such as education from a fee-paying school, or any personal connections with company bosses.
The goal is ultimately to secure that coveted position in a graduate programme.
Brady expresses that university students in their final year often discover graduate recruitment programmes amidst exam stress, hence their understanding of the intricacies of these programmes might be inadequate. She states that although there is an array of businesses where a student could seek employment, recruiters are particularly interested in why a graduate is drawn to their own organisation.
Brady suggests that applicants must be familiar with their own career trajectory and the motivations behind their application. She stresses the importance of avoiding crowd mentality and being unambiguous about why they’ve decided to apply. Additionally, she advises that applicants should link their motivations to what research they have conducted regarding the firm’s strategic goals. Citing examples, an applicant might highlight their interest in the narrowing gender pay gap the organization has achieved, or their focus on sustainability initiatives.
Candidates should have a comprehensive understanding of the organisation and an elementary knowledge of the multiple departments they could potentially be working across. To this end, gathering as much information as possible is paramount, which could be via attending career fairs, understanding the company’s ethical values and their mission, or analysing their social media presence.
Keeping abreast of the company’s latest news, either positive or negative, is also something applicants should take notice of, in case it becomes a discussion point during the interview.
The fierce competition among the multitude of applicants means that those truly committed to bagging the role need to ensure their applications are distinct, yet for the right reasons.
Conroy shares her experience of numerous CV reviews, indicating what employers do and don’t appreciate. She reveals that CVs containing grammatical or spelling errors could be instantly dismissed, as they suggest a lack of precision. She advises against over-reliance on spell check tools and recommends having someone proofread the application.
Emphasising brevity, she suggests that a CV shouldn’t exceed two pages and should be tailored to fit the role being applied for. She insists that relevant information should be prioritised and reminds applicants that graduate recruiters are seeking individuals who genuinely want to work for them. A targeted application will be immediately noticeable to a good recruiter.
Conroy further recommends referencing the job description’s keywords in the application, as more and more recruiters are leveraging AI tools for screening applications.
Candidates should maintain a professional image on their social media platforms such as LinkedIn to make a positive impression on potential employers. Any inappropriate images on Instagram or controversial tweets could tarnish their reputation and hinder their chances of being considered for a job. It’s important to remember that employees can face disciplinary procedures due to improper use of social media, so businesses are unlikely to bring someone on board who may pose risks in this regard.
Most university career departments, including that of the University of Galway, continue to support graduates up to three years post-graduation. They offer numerous beneficial resources, including an AI-powered CV constructor available at the University of Galway. This tool helps ensure the integration of necessary keywords.
Cover letters might not be frequently requested by hiring managers these days, however, they can provide an advantageous platform to highlight one’s skills and express genuine interest in the position, says career expert Conroy. He adds, if selected for the next phase, applicants might be asked to complete certain tasks and undergo an aptitude-based interview. Third-level career support departments can guide graduates through this process.
Applicants are advised to thoroughly check the job description as it prepares them to handle interview questions. Using the STAR model to recount instances of their past performance in a work situation can demonstrate their problem-solving abilities.
According to Conroy, if an applicant comes across a job they’re extremely interested in, they should endeavour to maximise their chances of securing it by doing extensive research which makes them stand out.
Brady explains that a candidate’s next job relies heavily on their professional network, skills and capabilities. It’s essential for them to understand the strategic goals of the organisation, including their investments and key business drivers. Visibility in the company’s networks allows them to interact with individuals across the corporate hierarchy. This doesn’t necessitate attending all committee meetings or panels but rather tactfully selecting ones of interest. Remaining open to learning is also key.
Brady asserts that it’s absolutely acceptable to be inquisitive and to make inquiries—for example, questioning throughout the programme about what possibilities are available and about the potential for expansion.