Graduate Training Programme

Principles for a graduate programme
It’s certainly true that there are many variables, but here are a few principles I’ve learnt from practical experience.

Start with a clear purpose: today’s grads are tomorrow’s opinion-leaders, so think how you want your organisation to be in future – then give your grads the right habits. A little extra effort with your grads now will pay big dividends.

Set up a programme of events, so the grads maintain their structured learning habits from university. But be flexible so you can take advantage of unplanned opportunities.

Don’t overload them with lots of management skills: begin with basic personal skills that they can apply straightaway.

Give them real projects to work on – with deadlines and deliverables – as well as development training.

Create a sense of identity (so they can help and learn from each other) but don’t create an elite. Avoid the sense that ‘graduates have careers, other people have jobs.’

Create a two-way ‘contract’. The company will provide information, training, resources, etc, but it’s up to the grads to make use of all that. Many still have a student mentality – do as little as you can get away with – and happily accept spoon-feeding if you offer it.

Involve forward-thinking line managers, even if it’s just on a social basis, so grads can see the organisation from different perspectives. Don’t let the grad scheme be seen as HR-led.

Support a grad programme with a clear, influential champion. If you contract out, make sure the trainer(s) know what culture you’re trying to engender.

I have a lot more ideas and experiences, that won’t fit in this space – e-mail or call 0118 940 6494

Rod Murray

2 Responses

TrainingZone says:

January 9, 2001 at 5:12 pm

call me
This is an area I do a lot of work with and I would be happy to talk via e-mail , or call me on 0161 875 0103
The area is huge and is very dependent on the nature of the organisation and many other variables.
Antony
TrainingZone says:

January 10, 2001 at 2:16 pm

Principles for a graduate programme
It’s certainly true that there are many variables, but here are a few principles I’ve learnt from practical experience.

Start with a clear purpose: today’s grads are tomorrow’s opinion-leaders, so think how you want your organisation to be in future – then give your grads the right habits. A little extra effort with your grads now will pay big dividends.

Set up a programme of events, so the grads maintain their structured learning habits from university. But be flexible so you can take advantage of unplanned opportunities.

Don’t overload them with lots of management skills: begin with basic personal skills that they can apply straightaway.

Give them real projects to work on – with deadlines and deliverables – as well as development training.

Create a sense of identity (so they can help and learn from each other) but don’t create an elite. Avoid the sense that ‘graduates have careers, other people have jobs.’

Create a two-way ‘contract’. The company will provide information, training, resources, etc, but it’s up to the grads to make use of all that. Many still have a student mentality – do as little as you can get away with – and happily accept spoon-feeding if you offer it.

Involve forward-thinking line managers, even if it’s just on a social basis, so grads can see the organisation from different perspectives. Don’t let the grad scheme be seen as HR-led.

Support a grad programme with a clear, influential champion. If you contract out, make sure the trainer(s) know what culture you’re trying to engender.

I have a lot more ideas and experiences, that won’t fit in this space – e-mail or call 0118 940 6494

Rod Murray