Managing a graduate development program means constantly balancing competing priorities. You’re responsible for creating meaningful development experiences, supporting participants and managers, demonstrating program value, and
Think about the last cohort that finished your graduate program. Within a few months, those people were spread across teams, cities, and sometimes other employers.
Every year, organizations welcome interns, recent graduates, apprentices, and rotational program participants with ambitious goals. Then the calendar fills up. Orientation overlaps with technology and
Early talent programs often begin with enthusiasm. Participants are eager to meet their peers, understand their roles, and explore the opportunities ahead. But maintaining that
Artificial intelligence is changing the work people do at nearly every career level. For early talent practitioners, that makes the relationship between AI and Early
Early talent practitioners collect a growing amount of program data. But knowing your retention rate, participant satisfaction score, cohort size, or program investment only answers
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