It’s June.
I’m on my regular commute from Central Jersey to New York City for my role as Head of Talent & Culture at Capital Group. The ferry is crowded, more than usual. I can overhear conversations about “work shoes” and the blisters they give from not being worn in first, the age-old advice of getting in early and staying late, and the anxiety attached to whether you’ll eventually receive an offer for a full-time job.
Ah, it’s intern season.
In my work as a senior leader with twenty years of corporate experience in culture, talent, engagement, belonging and organizational effectiveness, with a beginning in sales, I dedicate my energy to making sure people are valued, inspired and able to do their best work.
Currently, along with these very formal and professional qualifications, I’m also a mom of four, one of whom (along with all his friends) is entering the workforce very soon, and also an aunt to 13 nieces and nephews. I’m surrounded by young people trying to navigate this new world of corporate America, inundated with very talented candidates and the infiltration of AI.
This is a very interesting space to be in, where my hiring and development strategies at work are informed by the conversations and coaching I provide to my own child and the talented young people around me. I acknowledge that being in the position to hire is a privilege, a gift. But, the choice to embrace the ability to engage with more curiosity is what drives me to give sound advice and improve the ways we’ve always done things; reimagining what works well and being creative about what can be better.
From this unique vantage point, here is my advice for both sides of the equation: those taking their first steps into the workforce, the graduates searching for their first opportunity, and those responsible for opening the door, the leaders tasked with hiring, developing, and believing in them.
For the teams responsible for hiring and nurturing fresh talent:
- Zoom in, just as much as you zoom out. There is a forced, positive friction in my personal system that reminds me not to go too fast, not to just make the program changes or the improvements and then forget how a new hire is going to respond or is going to receive what we’re trying to do.
2. Tap into your inner coach. Avoid giving advice that can lead to regret. Instead, walk them through the decision-making process so they can come to the right conclusion for themselves by asking the right questions. Be honest, but kind, offering a different perspective and context, and encouraging them to listen to their gut instinct. It’s important to teach life skills early on, so they can navigate similar situations along their journey.
3. Encourage standing out, not blending in. Look beyond good grades and undergraduate majors to seek out the qualities that can have an impact at your organization and within its culture. Create spaces where new developing talent involves playing up interesting aspects of themselves. We find that young people are so eager to fit into the perfect box, that they downplay special things about themselves. By asking for something different, something they are passionate about, lessons learned (and applied!) they make themselves memorable. It might also give you a bonus peek into their agility and longer term potential.
4. Celebrate curiosity, vulnerability, and humility. Strive to create an environment where these new joiners are comfortable asking questions, seeking help when they’re stuck, or (better yet) sharing a thoughtful idea. Chances are high that this group of talent has a high degree of native fluency when it comes to using tech and AI in their daily lives. Encourage that creativity and comfort to impact how we’re experiencing them, learning from them and making our teams even better.
5. Look inward for the EBIs (Even Better Ifs). How can you nurture talent with the skills they need by improving your own processes? Skills of the future, market pressures, client demands and candidate expectations are constantly changing and so should we. Build in the periods of reflection so you can make the necessary shifts and consider who to involve in that process – past participants, program managers, mentors, etc. In doing this ourselves recently we realized we had an opportunity to build something entirely new that we expect will address critical skills AND a sense of connectedness that we didn’t know we were missing.
For the fresh graduates:
- Learn about the company, not just the job. Your prep should go beyond the mechanics of the job description. Take in what they’ve put out there through articles, videos, to see how they talk about themselves. Know the culture, the values, the mission. Make sure you align with those aspects of the company. Chances are, if you don’t, it may not be the right fit for you.
2. Ask yourself what you want, not just what they want. When evaluating an offer, don’t ask only, “Should I take this?” Ask:
- What energized me?
- What drained me?
- What kind of work puts me in flow?
- What environment helps me do my best work?
3. Advocate for yourself, now and into the future. As you search, know that a hard job market doesn’t mean you shouldn’t have preferences or ask questions. Instead, understand the tradeoffs. Maybe taking a less-than-perfect opportunity for a year is the right move. Maybe waiting is. What’s important is making the decision intentionally, not fearfully. As you engage during the process remember that finding your voice is part of becoming a professional. Whether you’re discussing location, career direction, or next steps, practice speaking up for what matters to you while remaining open to coaching and different perspectives.
4. Seek feedback instead of guessing. If you’re getting interviews but not offers, don’t simply keep applying. Replay interviews with mentors. Ask for feedback. Reflect honestly on how you presented yourself. If you’re in the program and don’t know how you’re doing or how it’s going – ask. Try framing it as wanting to know what would have made my project, presentation, etc. even better. When you trip up (and you will, we all do!), get even more curious to uncover what to carry with you going forward.
5. Don’t become another perfect résumé or participant. Become memorable.
As you’re applying – Don’t edit out your personality trying to fit in. Yes, it’s a competitive market and yes, there will be foundational experiences expected. If you assume everyone else will come with those things, what is it about you that will help you stand out? Make those things a part of your responses in interviews. Practice sharing why they matter and how they’ve shaped who you are and hope to be.
Once you’re in – After several Capstone presentations, we hosted local lunches for summer associates (at Capital, you’re colleagues while you’re with us!). The conversations were insightful, personal and fun. By the end, I couldn’t remember every technical project they worked on, but I remember details about their aha moments, passions, hobbies, and what made them interesting. I also remember their EBIs for our program.
You should come and do your job… but don’t forget you’re a person… what makes you interesting and what makes you tick is what makes you memorable to a hiring team.
Every June, the ferry fills up again. There are new shoes, new backpacks, new nerves, and conversations about first impressions, return offers, and whether they’re doing enough. I smile every time I hear them because I know those conversations aren’t just about internships. They’re about identity and hope. They’re about young people trying to figure out who they are at work before they’ve even had a chance to become it.
The companies that will thrive over the next decade won’t simply be the ones with the smartest technology or the fastest hiring process. They’ll be the ones that remember there are humans on both sides of every decision. They’ll hire with curiosity, develop with intention, and create space for people to become more of themselves, not less.
And to those just beginning your career: don’t spend so much time trying to become the candidate you think every employer wants that you forget the person you’re becoming. Your skills will get you into the room. Your curiosity, your character, and the things that make you uniquely you are what people will remember long after the interview is over.
