Gaining the competitive edge: Why collaborating with a recruitment consultant is advantageous

As we all know, the job search process can be quite a lengthy and demotivating procedure. With this in mind, recruitment consultants may assist in making it an easier process, bringing back to light the excitement of a potentially new career. Whether it is by navigating you through the current market, matching your skills and qualifications to a specific role or helping you achieve the perfect resume, recruitment consultants are there to help.

There are numerous ways a candidate may benefit from working with a recruitment consultant. Firstly, due to the direct contact between company and consultant, candidates may get that competitive edge, helping them get their foot in the door with their company of choice. With our personalized recommendation, focusing on your strengths from past roles, there is more focus given to these profiles. Creating a relationship with a consultant is of utmost importance as whilst we will get to know you better, this will in turn allow you to access different opportunities and will also help you in keeping an eye out on the current market of job opportunities.

Getting the inside scoop! Recruitment consultants may give information that is outside the job advert, which assists the candidate in making an informed decision on whether the role and company is for them or not. Seeing if the role is a good fit can help candidates avoid time wasted during the job application process. Cultural insight may also be given to candidates, which can assist in achieving high job satisfaction!

Recruitment consultants can provide constructive criticism on your application as to assist you during the application process. Another benefit is that feedback is given to candidates as to assist them in future roles. While candidates may not feel entirely comfortable in discussing certain topics with a hiring manager, it may
differ with a recruitment consultant. Questions can be asked to us, as to assist candidates in making informed decisions.

Job searching is a lengthy and time-consuming process. Considerable time can be saved by creating long lasting relationships with recruitment consultants who can stay connected with you, with jobs that align with your qualifications. More guidance can also be given on whether a role and company would be suitable for your requirements and expectations.

Some companies lack the resources to recruit and therefore work exclusively with recruitment consultants. Therefore, when collaborating with a us, you may hear about opportunities that are not openly publicised, having the competitive edge over other applicants!

Some candidates may be held back on finding the right role for them due to confidentiality reasons. If it is a sensitive matter and you do not want to risk having your employer find out until you are ready to resign officially, recruitment consultants may be helpful here. By opting to work with a recruitment consultant for your job search, you do not have to put your resume out into different databases for different companies but only stick to the ones that really match your interests and expectation.

A generous portion of our role is speaking to different candidates, trying to keep up to date on their job search. From my experience, it makes my day a little brighter when a candidate reaches out to inform me that they have accepted an opportunity we recommended or even that they found employment elsewhere and are now happy in their careers.

At the end of the day, recruitment consultants are there to help. We pride ourselves in seeing a person whom we would have recruited,  gain employment within their company of choice. We also gain great satisfaction in receiving feedback upon successful employment, in addition to, watching candidates grow within a company. 


Thea Bharwani Scicluna – Executive

Change is Inevitable

Driving emotions for positive change in your business

Change is inevitable. How many times have we heard this? Probably way too much, but it is true, particularly in the times we are living in when change occurs constantly.

Another saying that has stood the test of time was stated by the Greek philosopher Heraclitus, who said, “The only constant in life is change.” So, if change is so inevitable, why aren’t we taught to deal with it more effectively?

To manage change well, we need to really be aware of how we process it, our perceptions of change and our reaction to change in our lives. Much of how a person deals with change depends on the character attributes of that person, however, it also depends on how they are taught or learn how to deal with it.

When change inevitably occurs in organisations, it is, most of the time, accompanied by strong emotions. However, we are generally not used to showing our emotions in a work setting, and therefore we tend to diminish or ignore negative emotions. Moreover, those leading the change are more likely to focus heavily on the change vision and corresponding roles and responsibilities and not enough on managing employee acceptance and, more importantly, the adoption of the change.

Many a time, leaders, as drivers of change, don’t fully embrace that everyone wears change differently, and therefore fail to provide genuine productive outlets for employees to express themselves throughout the change life cycle. We need to appreciate that change involves a growth mindset, which needs to be directed.

To understand how your team deals with change, you first need to understand your change processing methodology and then translate this into actionable insight to lead your team through change. But how does one do that?


  1. Recognise and embrace change symptoms. Accept that it is normal to feel emotions such as fear, frustration, or anxiety as a consequence to news about change. These emotions are generally the first reaction a person has when there is a ‘perceived’ threat, and it puts him/her in a high alert mode. It is our evolutionary human ‘fight or flight’ response. Therefore, as such a reaction is expected to varying degrees of intensity depending on what is being communicated, it is important that we learn to accept and manage such emotions in a positive manner.


  1. See change as an

As mentioned, our first reaction to change tends to trigger negative emotions in an attempt to safeguard ourselves. This is because emotional responses are faster than rational thought, as they are processed through different channels in our brain. Emotional response is processed through our Amygdala whilst rational thought is processed through the Cerebrum. So, although our first reaction to a change tends to be emotionally charged, allowing ourselves time to process what the change would actually mean and applying rational thought is important to tackle issues logically. It is basically all about perception. The more easily one accepts change and sees it as an opportunity, the quicker and better one would become at dealing with it in a positive manner. This allows the person or team to move ahead instead of wasting time challenging change that will happen just the same. Moreover, seeing how any change can be transformed into an opportunity is essential to communicate change effectively to a team. Be aware that your attitude towards change and motivation will affect how the transformation will happen.


  1. Understanding options to maximise your position.

When a person or team goes through a difficult time or experiences tough/stressful emotions, the challenges present signal opportunities for the individual or team to grow and evolve. A leader should use such a situation to the team’s favour by strengthening the support the team members give each other and gelling the team together. If a leader manages to do this, the team will emerge more tightly knit than ever before.

On a personal level, you can also reflect on your attitude to change and its outcomes. Take this moment to think about the most challenging change you’ve ever experienced in your career and reflect on one good thing that came out of that change. Channelling this positive perception of change will allow you to think positively of changes that are yet to come.


  1. Emotional contagion

As a leader, you also need to keep in mind the power of emotional contagion. This is basically the domino effect of emotions from one person to another, or better still, in a team. Elaine Hatfield describes how people who observe the emotions and behaviours of another tend to copy those emotions and behaviours. For instance, when someone smiles joyfully, those around them are more likely to feel happy. The same counts for the attitude to change. As a leader you need to be aware of the energy you emit and the attitude towards change you project. Is it positive energy or not?

You therefore need to take a conscious decision and decide what kind of energy you choose to adopt and take ownership of the energy you output. You can do this by using intention and focus to channel your emotions and decrease tension created by change. You can then separate yourself from emotions of change to be able to think rationally rather than emotionally. Most importantly, you should never diminish the value of emotions themselves both for yourself and also for your team members.


  1. Power of emotions.

Keep in mind the power of emotions. Emotions can serve leaders in the journey to become more effective and compassionate leaders. To be able to do this it is essential that one goes through a phase of introspection when dealing with change and asks “Why am I/the team feeling this way? What thoughts and perceptions are making me/the team feel this way?” You can then fuel action and claim control over your situation.

It is important to understand that emotions are made up of energy, and energy can neither be created or destroyed. It can only be transferred, transformed or conserved. Imagine it like a charged battery where the energy needs to be used. So, when a person is experiencing negative emotion and energy during change, although it might feel good, in the moment, to act out on the emotion through anger or frustration, in the long run it is more important to transfer this energy into productive, positive power.


  1. Ownership

You are responsible for what happens to you. Some changes are imposed, however, how you experience that change is solely up to you. How you show up is a choice. Your leadership brand is your choice. Are you that leader that others feel inspired and empowered by? Are you that leader that is sought after? Are you the person everyone wants to work with? The answers are triggered by your choices.

I hope that the above elements will help you perceive change with a different viewpoint. If we perceive change as being positive, we become empowered to transfer positive energy into growth. Growth is made possible through conscious choice. And you have the power of choice. As a leader, you can transform emotional energy into fuel to inspire, engage and empower. You have the power to transform negative emotions into positive ones. Fear and anxiety to anticipation and excitement for what is to come.

So, will you choose bitter or better?


Joanne Bondin – Director

Training Practices in Organisations

We are pleased to launch the 2022 misco report on Training Practices in Organisations. This is the first edition of the report and it will enable readers to understand the behaviours and attitudes of respondents in relation to training practices. The Training Practices in Organisations report is yet another misco product which enables us to share our expertise with our clients by providing you with actionable data to help you develop effective marketing strategies.

The survey was conducted online throughout the months of May and June 2022. The respondents were required to be individuals who are responsible for training within the organisation. Questions asked mainly focused on soft skills training, with the aim to learn about why employers are facing the challenge of skills shortages. This is hampering their development prospects. Staff training is one of the ways of closing the gap between what employers are expecting from their staff and the skills of their employees.

The key takeaways from the study were:

  • Employers need to give more importance to employee training
  • Individuals need to take responsibilitty for the development of their own technical skills and soft skills.
  • The top five skills that are most important to organisations are:
    • verbal communication skills,
    • decision making skills,
    • teamworking skills,
    • customer care skills,
    • inter-personal skills.
  • The top five skills that employers find most lacking in staff are:
    • decision making skills,
    • working towards priorities,
    • strong work ethic,
    • self-organisation/time management,
    • enthusiasm
  • Employers prefer to recruit ready trained staff rather than train them themselves.
  • The top three benefits of training are perceived to be:
    • to enhance efficiency, productivity and effectiveness of employees,
    • to increase retention,
    • to establish a long-term strategy for employee skill development.
  • The three main methods used by employers to measure the skills gap in their organisation are:
    • feedback from management
    • management requests
    • formal training needs analysis
  • The main challenge faced by employers when training staff is that there is not enough time available.
  • The two most preferred training methods adopted by employers are face to face training and on the job training.

You can obtain your copy by contacting us on [email protected] today.

The misco Community Donates

The misco Community is one that is always ready to serve. During the last 39 years, misco believes that its employees always gave their utmost and beyond to their clients. This year we have decided to take that a step further by including our research community. The misco research community consists of all those who take part in our market research and opinion surveys.

At times, respondents who take part in our surveys are given a monetary incentive as a form of reimbursement. Survey participants are also offered the opportunity to donate this monetary incentive, if they wish. Due to this, misco in the name of its research participants has donated a total of €6,728 to date.

Organisations who have benefitted from these donations are Saġġar, Dar tal-Providenza, Dar Hosea, Ursoline Sisters and Hospice Malta.

Delegation Revisited

A point that often comes up during my discussions with clients and during training programmes that I deliver, is that of delegation. It is a topic that is becoming increasingly popular given the labour shortages that the private sector is experiencing. I need to say at the outset that this is not an issue just for Maltese management as non-Maltese managers also grapple with the problem of delegation.

It should be stated that delegation is more of an art than a science. It does not necessarily follow the process of human logic and neither is there a formula which one can follow, and if one follows it, one is guaranteed success. It is something that can work today in a specific context and may not work tomorrow, once the context changes. Part of that context is human emotions and human relationships, which we know are very ephemeral.

I start off by asking people what they mean by delegation. Invariably the answer I get, is getting someone to take on a task or a number of tasks. My retort to that is that is allocating work and not delegation. Delegation is not part of a manager’s responsibility to organise their team but part of their responsibility to develop their team. There is an enormous difference between getting work done though people and getting work done with the support of people. The difference is not academic but very practical as it reflects a mindset.

Getting work done through people implies that a manager treats one’s staff as a wire extension. One needs a wire extension when the wire of one’s appliance is too far away from the socket. As such the plug of the appliance is plugged into the wire extension and the wire extension is plugged into the socket in the wall. A wire extension on its own is of little use.

Similarly when one is too busy and has one’s plate full and cannot cope with the workload, one needs another pair of hands to whom work is to be allocated. If one can cope with the workload, then the second pair of hands is not required, and staff wait till work is allocated to them.

Getting work done with the support of people recognises the fact staff members have their own skills and qualities and can contribute to the final result. Moreover delegating work to them is a way of developing their skills and qualities such that their contribution improves.

In any case it is useless to allocate work unless one has trained one’s team members to undertake that work. And such training needs to start with getting one’s staff to think. Therefore when thinking of delegation, we should not think of allocating work that one cannot do because of a heavy work-load, but think of getting one’s team members to think. Delegation of thinking comes before delegation of tasks. This is why I consider it as part of a manger’s responsibility to develop their staff.

This does require a different mindset as managers need to forget about the notion that the manager is the thinker, and the staff are the doers. Both are thinkers and doers. Unfortunately the education system does not help. It is known that critical thinking is not something that our students are endowed with, because the education system does not inculcate in them such a skill.

On the other hand employers need to look less for qualifications and experience when seeking to recruit staff, and more for the ability of candidates to think, to be creative, to go the extra mile, to learn, to take ownership and to be accountable.

Delegation is an art because it gives staff a sense of direction, and not just tells staff what to do, which is a task which a computer can easily do.


Lawrence Zammit – Director

Beating the Algorithm

A textbook definition of the word algorithm is: “is a finite sequence of well-defined instructions, typically used to solve a class of specific problems or to perform a computation”. The source is Wikipedia. We come across algorithms constantly in our daily life, probably without it ever occurring to us that we have come across them.

Businesses use them regularly, I would say even constantly, for data processing and even automated decision making. For example institutional investors use algorithms to trigger decisions on purchasing or selling of financial instruments such as equities. Up to a certain point it can be said that the algorithm makes the decision and not the investment broker or analyst.

Another practical example is the way credit ratings are made. A credit card company would input all the data collected from a person or a business and the algorithm would determine that person’s credit score and what that person’s credit limit should be.

Nowadays algorithms have developed to the extent that there are many who claim that the machine will take the place of the human person at work, because it will be able to perform tasks that a human person can do, at a lower cost, in a shorter period of time, and with less errors. Others shudder at the thought. I admit that I am one of those in the latter group because this will be yet another attempt to de-humanise work, as if work does not have an intrinsic value for the human being.

The development of algorithms has led to the notion of artificial intelligence. Again referring to a textbook definition of the term, artificial intelligence is defined as: “the ability of a digital computer or computer-controlled robot to perform tasks commonly associated with intelligent beings”. The source is the Encyclopaedia Brittanica.

However we need to appreciate that a computer or a robot needs to be pre-programmed and they can function only within the parameters of that program. A number of disciplines have adopted this tool, but it is always a tool. And such a tool has been known to give wrong conclusions.

There are two considerations to make. The first is that no algorithm or computer or robot can anticipate human behaviour all the time. There are times when a person may seem to be behaving irrationally from an economic perspective, but that only means the person has behaved in a manner that could not be anticipated. Some of us forget that emotions are part of the economic decisions that persons make, as much as rational thinking are. Moreover as the context changes, decisions are also bound to change, because in the meantime emotions have evolved.

Students of economics are familiar with the term ceteris paribus, meaning assuming all other factors remain the same. However we know that things do not remain the same, and when a number of factors change simultaneously it is difficult to predict the outcome.

The second consideration to make is that algorithms may provide information, even knowledge. However that knowledge eventually needs to be transformed into expertise. The ability of a person lies in receiving information and does not just assess it, but also evaluate it critically and apply it to generate expertise.

Two persons may be exposed to the same knowledge but will react differently. The individual who arrives at the better decision is the one who is more capable of transforming that knowledge into expertise. All too often one finds people who rely on the knowledge provided by the algorithm but who are incapable of applying it.

My point is not to do away with algorithms. My point is that we need to use our critical thinking skills to go beyond the algorithm. Although algorithms and artificial intelligence are increasingly becoming more important, to make the best use of them in business decision making, we need to apply our thinking abilities. That is how we can beat the algorithm.


Lawrence Zammit – Director

Employee Engagement and Its Importance

Employee engagement typically describes the level of happiness employees feel at work, and how dedicated they are to their role and duties. It is also related to the way they feel towards their colleagues, the work environment and company culture. It is of key importance for HR professionals to keep a high level of engagement, since this will have a direct impact on the employees’ mental wellbeing, improves work culture, reduces turnover, and builds better work and customer relationships. This in turn will result in improved productivity and performance.

Most employees spend the majority of their day at work around their colleagues, so it is important that these employees experience an overall job satisfaction and have a positive working experience. Employee engagement should happen at all levels of a company and this is possible when managers identify their employees’ needs.

It is vital that places of work have an employee engagement strategy in place since this helps in creating a positive working environment whilst ensuring that workers always better themselves as employees, which will at the end be also beneficial for the company. It also improves employee loyalty to the company and the brand, resulting in better customer service to the company’s clients. It is important that companies have clear performance indicators which identify what the key targets the company intends to improve on, and these are made accessible to all employees. This transparent mode of communication encourages open dialogue amongst everyone ensuring that everyone is on the same wavelength at all times.

At misco, we believe in having an open-door policy where anyone can speak about their concerns or needs. Managers also believe in having regular one-to-one meetings with the employees in their department, and here one can go through any difficulties they may be having. The employee can ask for any feedback and together, they can discuss different ways in which a solution can be found. For every accomplishment achieved, every employee receives instant recognition for all the hard work that was put into a project.

misco also encourages collaborative projects between different units. Through this collaboration, teams work together towards the same goal. In this way, employees are given the opportunity to work with other individuals from outside one’s team, therefore providing an opportunity to be exposed to and to learn different skills.

Another important element to enhance employee engagement is organising team building activities. At misco, the ‘Fun Committee’, made up of a team of three employees, organise different activities held both at the work premises and outside. Such activities aim at encouraging employees to get to know each other socially by spending time together whilst enjoying each other’s company in a non-work environment. Knowing that there is something fun and exciting to look forward to, also increases the employees’ motivation and morale at work.

As explained before, at misco, several internal and external activities are organised along the year. For example, every last Friday of the month we have a Casual Day where employees are allowed to come in jeans, t-shirts and sneakers, which is different to the everyday corporate look. Even though this is something small, it puts employees’ morale up as they will work in a more motivated manner.

Every month, we have lunch as a team by spending our break all together. This is usually combined with international celebrations dedicated to particular food items such as Pizza, Ftira and Chinese Days. The ‘Fun Committee’ also likes to surprise employees with small gestures to celebrate these type of days. For example, for Donut Day, each employee was given donuts and for Valentine’s Day, homemade red velvet cookies.

On particular special occasions, employees are allowed to leave the office a bit earlier to spend time together outside of the work environment. Recently, the Fun Committee organised a scavenger hunt around Mdina. The next event coming up entails the employees enjoying some organised games by the beach.

These are small gestures that have a large impact on employee engagement since they make a huge difference to the employee’s motivation and dedication at work on a day-to-day basis.


Sara Anne Galea – HR Executive

misco’s Unique Learning Experience

Through the years, misco has developed its portfolio in accredited courses and qualifications. The training unit has been set up since 1983, since misco was born. Over the years, the unit has gone through some great changes and developments. Most recently, the training unit has made specific developments by focusing on accredited qualifications. In 2014, misco Consulting became a licensed accredited institution by the Malta Further Higher Education Authority.

misco, however does it differently. First of all, we attract students and learners who are looking to develop their lifelong learning skills, and whose average age is not your typical 18-year-old you would find at other learning institutions. Through the years we have seen individuals grow, from starting with a clerical or administrative job to becoming a line manager, supervisor, or executive. However, these individuals do not have formal education or qualifications to back up their experience. This is when misco recognised the need and importance to create the Award in Leadership and Management and Award in Human Resource Management and Development back in 2014.

Since then, many students have joined our courses. We have also seen the needs to such qualifications change over time, which led us to develop an Undergraduate Higher Diploma in Leadership and Management, and an Undergraduate Higher Diploma in Human Resource Management and Development – both worth 120 ECTS at EQF/MQF Level 5.

We make sure to consider the lifestyle of our learners and their priorities, thus ensuring that the training we offer is a unique experience. Our courses are offered on a blended delivery approach, supported by time-spaced learning. Having a blended delivery method allows time-spaced learning to happen, whereby this provides individuals the opportunity to apply their knowledge learned in sessions to the workplace. Blended delivery means that sessions are held face to face, as well as online through guided learning material. Having said this, such a unique experience is further supported by the level of interaction in misco’s courses and qualifications, where trainers make use of different types of resources such as case studies, role plays, formative assessments, discussions and debates, group work, and many others.

misco’s philosophy, and value, is to provide the best customer service to its customers, and the training unit achieves this by creating a student-centred environment. This means that the courses and sessions are all about the student, whereby an individualised approach is taken by trainers for experience to remain personalised to each and every individual attending.

The unique experience is enhanced by the method of assessments used, whereby students and learners do not need to learn all theories and information ‘by heart’ – that is not what the 21st century learning experience is all about. The assessment tools used promote continuous learning, through assignments, case studies, presentations, surveys, and other tools.

Our courses will get you right where you want to be – whether it is to enter the managerial world, or the human resource world, or simply to understand better and learn more about a single topic. This can be done by following a stand-alone module/unit, which is part of the full qualification.

Get the opportunity to experience misco’s way of learning – we promise that you will not regret it!


Contact us on [email protected] to obtain your copy of the prospectus of accredited courses today.


*misco Consulting is licensed as a further and higher education institution, with license number 2014-FHI-2004.


Ilaria Spiteri Axiak – Senior Executive

Usage of Social Media 2022 – A misco Report

As the usage of internet nudges further upwards in Malta, reaching 87.5% according to data published by the National Statistics Office, usage of online social networks increases as well. Of those that have access to internet, 95% browse the internet and 85% access online social networks at least once a day.

misco has just published the results of the fourth edition of the Social Media Usage Trends survey which will enable readers to understand the behaviours and attitudes of respondents in relation to social media. The results of a survey conducted in association with the Ornate Group, show that trends are consolidating themselves.

While Facebook is still the social media network which is most accessed, there is a trend of increased usage of Instagram and YouTube. While the percentage of respondents accessing Facebook remained fairly stable since 2018, the percentage of those accessing YouTube and Instagram, has increased.

Rebecca Gera, Director of misco, commented that, “The results of this year’s survey, which is the fourth wave of such a survey, could have been influenced by the coronavirus. However one also notes a return to behaviours seen pre-COVID. One needs to see what future waves indicate, that is whether usage of social media will evolve into a new normal or whether it will return to pre-COVID days”.

The use of certain apps, such as social networking apps, productivity apps (such as bank apps, time organiser apps, etc), entertainment apps  and retail apps, is increasing. Overall one notes an increase in the usage of most categories of apps. This survey also confirmed the view that emerged in previous waves, namely that the Maltese are passive consumers of social media. 61% respondents to the survey just look at other persons’ content and comments, without doing further action such as sharing content or creating new content. Only 11% create new material and content on the social media and 45% share contents and comments they come across.

A part of the survey focussed on advertising. The results are showing that exposure to offline advertising is decreasing while exposure to online advertising is increasing. 66% stated that they are exposed to offline advertising, down from 86% in 2018, while 91% stated that they are exposed to online advertising, up from 80% in 2018.

Respondents were asked where they prefer to watch / hear / read advertisements. In this wave of the survey social media have overtaken television as the preferred medium. While there was a spike in 2021 for both media, the longer-term trend sows a slight decline for television and a slight increase for social media, to the point that 38% prefer to watch / hear / read advertisements on social media and 34% prefer television. Radio comes third. There is an evident decline for magazines and an increase for e-mail. Overall 54% prefer to watch / hear / read advertisements on online media compared to 45% in 2018, while 63% prefer offline media, compared to 73% in 2018.

76% of respondents stated that they shop online. This is a slight increase over 2021 but is lower than the level achieved in 2020. Looking at longer term trends, the 2022 data sows an increase in online shoppers for clothing footwear and accessories, grocery products, make-up, beauty care products, healthcare products, and personal care products, car insurance and home appliances. The purchase of airline tickets and hotel stays has not yet recovered from the restrictions related to COVID.

Andrew Zammit-Manduca, founder of the Ornate Group, said that, “Online marketing has now become mainstream marketing alongside with offline marketing, and these results confirm this trend. Businesses therefore need to devote the appropriate resources to ensure a good return on investment from their marketing expenditure”.

A copy of the report can obtained by sending an email to [email protected] with a request for a copy of the report.

Giving Rookies a Chance: The Benefits of Recruiting Fresh Graduates

Thrown into the world of work and professionalism, fresh graduates must navigate their way through the first shaky steps of their career. With this in mind, companies may take it upon themselves to guide them through this process as many benefits may be reaped.

Most companies shy away from recruiting candidates with little to no experience, as they are afraid that without the related knowledge, they will not be able to grasp the role properly. Reality is that although fresh graduates might be lacking in the job experience department, , this could be compensated through other benefits. Starting off, they may bring new views, perspectives and opinions to the company which could be a fresh change of pace. They are also ready to learn and absorb new experiences, which comes with great enthusiasm to listen to their superiors.

The lack of experience may also be an advantage. The new recruits can be taught the company’s culture and ways without them having any pre-conceived ideas of what should occur. This way, the company’s training representative is able to teach them new techniques without having to remove the pre-conditioned methods that other companies may adopt.

Since the recruits are at the beginning of their career, they may take the role very seriously as they are willing to create an identity for themselves within the company. This ambition may allow them to pay closer attention to their work as to ensure they are meeting the company’s standards and also show their new perspectives in doing so.

Due to their recent graduation, their knowledge should also be up-to-date! The new methods that were taught to them may allow them to be more efficient in their work and they may also be more knowledgeable on the ever-changing technology within a workplace.

Lastly, hiring fresh graduates may also benefit the company in the financial sense. As they are new to the industry and lacking in experience, the salaries offered would reflect this. Their goal would usually be to gain on-the-job knowledge and therefore would not have high expectations when it comes to compensation. Of course, this should not be an excuse to underpay the new recruits but rather just a cost-effective approach to consider.

There are various ways that you may adopt a fresh graduate into a company. Following the selection and recruitment process, one must keep in mind that certain soft skills must be taught during the induction process. Employers should understand that most people who have just completed their studies tend to have limited exposure to office experience and therefore may not know how to go about proper office etiquette and formal email communication.

Integration may also happen by on the job shadowing. A mentor may be assigned to the new recruit as so on-going development is created through training. The goal of on-the-job training would be to assist them in finding and developing a future of the recruit within a company, which could also fashion a sense of loyalty and would lessen employee turnover.

All in all, it is easy to say that recent graduates may be at the bottom of the shortlist due to their inexperience, but this may not always be the case. The new perspectives and skills that can be brought to the table could be a great potential benefit for the business’s long term!


Thea Bharwani Scicluna, Trainee Executive