Bringing In & Growing The Next Generation

What This Is For.

Design and test how you recruit and onboard early-career talent. We connect their first assignments with longer-term mentoring and leadership development. We also examine what would make people want to stay; retention takes longer to assess.

Who It Is For

Organizations, leadership teams, hiring managers, and people responsible for recruiting, onboarding, and mentoring early-career talent, including Gen Z.

What We Work Toward

• Define meaningful entry roles and the potential, skills, and judgment you want to recognize in recruiting.
• Design onboarding around real assignments, staged responsibility, clear decision rights, feedback, and access to experienced colleagues.
• Establish mentoring and individual leadership development that can continue beyond onboarding, with time and support for mentors as well as newcomers.
• Explore where AI can support learning and contribution, and test the approach with one role or team before expanding it.

What You Experience.

We listen to hiring managers, recent hires, mentors, and experienced colleagues, examine the current journey, and design changes together. The work can start with a revised recruiting approach or a practical onboarding plan. We agree whether I help design the approach, accompany a pilot, provide individual coaching, or continue in a mentoring role.

What You Take Away.

We work toward these outcomes:

• A revised role profile and recruiting process, or an onboarding plan, ready to pilot in an agreed setting.
• Clear assignments, learning goals, decision rights, and responsibilities for the newcomer, manager, and mentor.
• A mentoring rhythm and, where relevant, an individual leadership-development plan with regular reflection and feedback.
• A pilot review covering meaningful contribution, demonstrated learning, work quality, and mentor workload. Retention needs observation over a longer period.

A Proposed Agenda.

We adapt this starting point to your context, experience, and the question you bring.

1. Scoping

   Choose The Starting Point

   Identify the role or team, the recruiting or onboarding question, the people involved, and what the first engagement should produce.

2. Discovery

   Understand The Current Journey

   Speak with hiring managers, recent hires, mentors, and colleagues. Examine expectations, current tasks, selection practices, and where learning or support is missing.

3. Co-design

   Design Entry And Contribution

   Revise recruiting criteria and candidate experience, or map onboarding assignments, learning goals, feedback, and staged decision authority.

4. Support

   Connect Mentoring And Leadership Development

   Agree the mentor relationship, time commitment, review rhythm, and individual coaching needs. Explore appropriate AI support for preparation, reflection, and follow-through.

5. Pilot

   Try It In Real Work

   Run the agreed approach with one role or team. Gather feedback from newcomers, mentors, and managers, and adapt as the work unfolds.

6. Review

   Decide What To Continue

   Review contributions, learning, work quality, and support demands. Agree changes and whether ongoing mentoring, individual leadership work, or a wider rollout makes sense.

Before And After.

Preparation

An initial conversation with the sponsor, access to relevant role and process descriptions, and agreement on who should be heard. We choose a manageable first scope and a review point together.

Continuing The Work

Long-term mentoring, coaching for new talent and mentors, and individual leadership development can continue by agreement. We review whether the support is useful and how responsibility can grow alongside capability.

The Perspective I Bring

This is a new consulting offer. I bring experience in education, work with young people, leadership and organizational development, and AI-supported learning tools. Through 2Morrow Lab, I work on transitions into adult life. I also built Ellie Pro to help mentors and mentees work on shared goals and reflect on progress. Its effectiveness in organizational mentoring has yet to be tested.