NewGen TALENT CENTRE - THE - EDHEC Business School
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THE
COMPETENCIES OF
THE NEW
GENERATION VIS-
À-VIS THE
DEMANDS OF
GLOBAL
COMPANIES
NewGen
TALENT
CENTRE
STUDY MAY 2013
Manuelle Malot
Manuelle Malot is the head of EDHEC Business School’s New-
Gen Talent Centre, created in November 2012. She has been
Director of careers and prospects at EDHEC for more than
fifteen years. A specialist in access to the job market and in
the ways competencies change response to the markets, she
consults with companies on hiring and provides diagnoses of
competencies for recent graduates and experienced managers
alike.
She is the author of «Recherche d’emploi, mode d’emploi»
(Éditions du GO) and has published three editions (Éditions
A2c Médias: 2010, 2011, 2012) of the Guide to International
Recruitment Programmes. She also contributes pieces to di-
verse media, on- and off-line. Manuelle Malot has degrees from
EDHEC and from CELSA, a graduate programme of the Univer-
sité Paris IV Sorbonne.
Amélie Leprince
Amélie Leprince is a statistician by training and a senior
project manager at the NewGen Talent Centre at EDHEC Bu-
siness School. For the last ten years, she worked in research
and forecasting for a major international corporation as well
as for a marketing research firm. Amélie Leprince has a gra-
duate degree in statistics from the CNAM.
METHODOLOGY
The results presented in this document are taken from several surveys or studies:
EDHEC STUDIES OUTSIDE STUDIES
Study of the hiring criteria of 347 global companies: Universum 2013 : survey of 14 700 business students (career
characteristics of the graduate recruitment programme offers and objectives and draws of particular positions).
of the competencies required by the companies offering these
programmes. Deloitte april 2013 : survey of 1 065 students (the ideal company
of the future) on the ideal workplace and ideal career.
Qualitative survey of fifty participants in graduate
recruitment programmes: the soft skills used, initial
expectations, fulfilments, disappointments.
Assessment of EDHEC soft skills: survey of the companies
having hired 357 EDHEC Grande Ecole interns in 2012.
THE COMPETENCIES OF THE NEW
GENERATION VIS-À-VIS THE
DEMANDS OF GLOBAL COMPANIES
THE COMPETENCIES OF THE NEW
GENERATION VIS-À-VIS THE DEMANDS OF
GLOBAL COMPANIES
This inaugural study of the NewGen Talent Far from not fitting with the business
Centre of EDHEC Business School examines world, recent graduates are hailed for
the motivations and competencies of the their ability to learn, to work together
new generation. Beyond the widespread and to communicate—these attributes are
argument about the supposed inability considered essential by companies.
of the younger generations to adapt to
corporate culture, we have looked into the For the rest, their expectations of variety
competencies that companies see in the of assignments, international mobility
new generations. Although the millennial and professional and personal growth are
generation, or generation Y, may be the consistent motivations in view of their
subject of many studies, the motivations competencies and of the stated needs of
and soft skills of this generation have, companies.
surprisingly, been neglected.
Finally another positive note : the workplace
Comparing several in-house and is still a place of personal fulfilment for a
outside studies of the expectations and large majority of students.
competencies of the latest generation of
graduates and the hiring standards of more
than three hundred global companies, we
have identified reassuring convergences.
23
EDHEC
NEWGEN TALENT
CENTRE
STUDENT MOTIVATIONS:
THE EXPECTATIONS TRIPTYCH
INTERNATIONAL EXPERIENCE, VARIETY AND GROWTH ARE THE CAREER OBJECTIVES MOST
IMPORTANT TO THE NEW GENERATION OF GRADUATES
INTERNATIONAL
VARIETY PERSONAL GROWTH
Experience
Opportunities for international experience weigh heavily in the choice the first job.
The desire for PERSONAL AND PROFESSIONAL GROWTH, as well as for the ACQUISITION OF NEW COMPETENCIES,
is the students’ second greatest expectation.
The third is a need for VARIETY OF ASSIGNMENTS.
THE FACTORS OF THE ATTRACTIVENESS OF A POSITION1
Contrary to what people say about the latest generations, students are seeking above all opportunities to work abroad
and ambitious and challenging positions.
They are also seeking variety of assignments, together with a great deal of responsibility.
Finally, circumstances permitting growth and learning add greatly to the appeal of a position as well.
Opportunities for
expatriation or for travel 48%
abroad
Ambitious/challenging work 47%
Variety of assignments 41%
High degree of 32%
responsibility
Professional development 29%
and training
THE COMPETENCIES OF THE NEW
GENERATION VIS-À-VIS THE
DEMANDS OF GLOBAL COMPANIES
THE IDEAL WORKING THE IDEAL CAREER2
ENVIRONMENT2
Students surveyed about career progress consider
Eighty-one percent of students aspire to an MOVING UP OR ACROSS THE RANKS the first pillar of
international work environment. Nine out of ten stress motivation.
the importance of a variety of missions. Team and com- Then come INTERNATIONAL MOBILITY and ACQUIRING
munity spirit are ever more important. NEW COMPETENCIES.
The three main components of a ‘brilliant’ career:
CAREER OBJECTIVES 1 1 Moving up or across the ranks
2 International mobility
1 Work/life balance
3 New competencies
2 Intellectual or competitive challenge
3 International career
International experience, swift progress, accumulation of knowledge
and experience, significant personal growth’ (source: a participant in a graduate
recruitment programme)
Sources :
1
Universum 2013
2
Deloitte 2013 (L’entreprise idéale de demain)
45
EDHEC
NEWGEN TALENT
CENTRE
STUDENT COMPETENCIES
THE FIVE SOFT SKILLS MOST FREQUENTLY MASTERED
EDHEC STUDENTS ARE EVALUATED FOR MANAGERIAL COMPETENCIES (SOFT SKILLS) BY THEIR
INTERNSHIP SUPERVISORS AT THE END OF THEIR GAP YEAR. AT THE SAME TIME, WE ASK OUR STUDENTS
TO EVALUATE THEMSELVES ON THESE VERY COMPETENCIES.
ABILITY TO LEARN
TEAMWORK INTERPERSONAL AWARENESS
SELF-AWARENESS - PERSONAL
RESULTS ORIENTATION&DRIVE
EFFECTIVENESS
SKILLS MOSTLY REMARKED
BY COMPANIES
5% 6% 6% 5% 5%
36%
46%
52% 54% 59%
59%
48%
42% 41% 36%
Ability to learn & Teamwork Interpersonal Results orientation & Self-Awareness /
Grow awareness drive Personal
effectiveness
Excellent (scores >=9) Good (scores between 6 and 8) Less good (scoresA SHARED VISION OF THE COMPETENCIES DEPLOYED
10
8
6
4
2
0
Ability to learn & Grow Teamwork Interpersonal Results orientation & Self-Awareness /
awareness drive Personal effectiveness
(Average score over ten)
Assessment by companies Student self-assessment
Students have a very accurate view of their mastery
of these five same skills. THE FIVE SOFT SKILLS MOST FREQUENTLY
DEPLOYED AND MOST COMMONLY
They are most highly ranked by companies for their MASTERED ARE IDENTICAL FOR ALL
ability to learn and grow and for their teamwork, CATEGORIES OF STUDENTS:
the two very skills they themselves consider their
strengths. • MEN AND WOMEN
• FRENCH CITIZENS AND
They underrate slightly their interpersonal INTERNATIONALS
awareness, as their companies consider them better • ALL STUDENT SPECIALTIES
than they themselves do.
Source: 357 students from the class of 2013 evaluated by companies
67
EDHEC
NEWGEN TALENT
CENTRETHE SKILLS GLOBAL
COMPANIES EXPECT
TO HOME IN ON COMPANIES’ EXPECTATIONS OF RECENT GRADUATES, WE IDENTIFIED 347 GLOBAL FIRMS
CHARACTERISED BY RECRUITING COMMUNICATION AND HIRING TRACKS DESIGNED SPECIFICALLY FOR
SUCH A TARGET GROUP. ALL OF THESE COMPANIES COINCIDE ON THREE ESSENTIAL HIRING CRITERIA.
1 Academic excellence
2 International outlook
3 Detailed list of character traits
These soft skills are explicitly mentioned in the For 40 percent of companies, an international outlook,
descriptions of graduate recruitment programmes. interpersonal awareness, motivation/ambition and results
Self-awareness/personal effectiveness is the most orientation/drive are highly prized.
frequently mentioned competency (by 59 percent of
companies), whereas nearly half of our sample consider
communication skills and teamwork necessary.
Self-awareness / Personal/ Personal
Self-awareness Effectiveness
Effectiveness 59.0% 5
Communication SkillsSkills
Communication 45.7% 45.7%
Teamwork
Teamwork 44.3% 44.3%
Internationally-minded
Internationally-minded 42.0% 42.0%
InterpersonalInterpersonal
Awareness/People skills skills
Awareness/People 41.0% 41.0%
Motivated / ambitious
Motivated / ambitious 41.0% 41.0%
Results Orientation & Drive
Results Orientation & Drive 39.0% 39.0%
Analytical SkillsSkills
Analytical 33.7% 33.7%
Ability toAbility
Learnto&Learn
Grow& Grow 31.7% 31.7%
Technical &Technical
Business Knowledge
& Business Knowledge 31.3% 31.3%
CreativityCreativity
& Innovation
& Innovation 30.7% 30.7%
Leadership
Leadership 28.3%28.3%
Enthusiast / Energetic
Enthusiast / Energetic 18.0%
18.0%
Ethic/integrity
Ethic/integrity 10.7%
10.7%
Involvement Involvement
in extracurricular activities
in extracurricular activities 8.3%
8.3%
Entrepreneurial SpiritSpirit
Entrepreneurial 7.0%
7.0%
THE COMPETENCIES OF THE NEW
GENERATION VIS-À-VIS THE
DEMANDS OF GLOBAL COMPANIESCOMPANIES AND RECRUITMENT PROGRAMMES
SPECIFICALLY FOR RECENT GRADUATES
OUR SAMPLE IS MADE UP OF 347 COMPANIES OFFERING 1 184 DIFFERENT GRADUATE
PROGRAMMES—THAT IS, 3.4 PROGRAMMES PER COMPANY. THE LENGTH OF THESE PROGRAMMES RANGES
FROM SIX MONTHS TO FIVE YEARS, WITH THE AVERAGE IN THIS SAMPLE BEING TWENTY-FOUR MONTHS.
FORTY PERCENT OF THESE COMPANIES OFFER A SINGLE INTEGRATION TRACK, WHEREAS 28
PERCENT OFFER MORE THAN FIVE.
A GREAT VARIETY OF INDUSTRIES
All industries are represented in this means of
recruitment meant specifically for recent graduates. Financial Institutions, Banking, Insurance 25.9%
Broadly speaking, financial institutions, in particu- Industry 20.5%
lar banks and insurance companies, large employers IT / Telecom 10.1%
of recent graduates, account for one quarter of our
Consulting 9.2%
sample.
FMCG 8.4%
Energy 7.8%
Pharma / Healthcare / Biotech / Chemical 5.5%
Retail / e-business 5.2%
Transport / Logistic 2.6%
Entertainment & Media 1.7%
Textile 1.2%
Public Administration 1.2%
Tourism / Hospitality 0.9%
TRACKS EVER MORE SPECIALISED
No field is an exception to the rule, and if, at the
outset, the recruitment programmes were broad
management programmes, companies are now
offering tracks specialised in engineering, finance,
sales, marketing, human resources, the sciences and
others.
89
EDHEC
NEWGEN TALENT
CENTREGRADUATE RECRUITMENT PROGRAMMES
AS SEEN BY PARTICIPANTS
THIS QUALITATIVE SURVEY WAS CONDUCTED AMONG PARTICIPANTS IN GRADUATE RECRUITMENT
PROGRAMMES; IN ALL, FIFTY GRADUATES IN THIRTY-FIVE DIFFFERENT COMPANIES WERE SURVEYED.
THE SKILLS MOST CRUCIAL
TO SUCCESS
Highly motivated, excellent
Ability to learn ability to adapt, a good listener,
1
and ability to think quickly and
take decisions »
Results orientation & drive
2
Communication skills
3 Good sense and adaptability
above all»
4 Self-awareness - Personal effectiveness
One’s prospects depend on a
thirst for knowledge and
learning »
GRADUATES’ OBJECTIVES
ON BEGINNING THE PROGRAMMES
1 Learning and growing constantly and quickly
2 Getting a career boost
To move quickly up the ranks.»
Discovering, through evaluations,
3 the field you’re best cut out for
4 Acquiring an international perspective
THE COMPETENCIES OF THE NEW
GENERATION VIS-À-VIS THE
DEMANDS OF GLOBAL COMPANIESASSESSMENT AND Finally, 70 percent of the survey participants who had fi-
nished their graduate recruitment programmes think that
CAREER DEVELOPMENT the experience gave them a career boost.
On the whole, the graduates who took part in a recruit- I was able to get a position
ment programme express a great deal of satisfaction
with the experience. Ninety percent of them would that is usually reserved for
advise current students to experience such a programme people with at least three
for themselves. years of experience. »
It’s highly educational and
I think it also gives you the THE ADVANTAGES OF MENTORING
time to mull over your career AT THE BEGINNING OF A CAREER
choices. Building a network,
and increasing your visibili- Nearly 55 percent of those surveyed benefited from
coaching from a human resources manager and from
ty. A real springboard, in my mentoring from a senior company manager.
opinion.»
Nearly 90 percent of the graduates say that the
objectives ‘Learning and growing constantly and quickly’
and ‘Building a network’ are or will be achieved in large
part or entirely.
Seventy-five percent are satisfied with the experience
insofar as the objectives ‘The attractive salary’ and KEY FIGURES
‘Getting a career boost’ are concerned.
The only disappointment noted by graduates has to do 54% signed their contracts outside of France
with those who were not rotated abroad—in short, 20
percent of those surveyed said that they would not be The average programme lasted 25.9 months
‘Acquiring an international perspective’.
92% of the participants did rotations during their
programmes
On average, 3.6 different assignments
Half of the sample did one rotation or more
abroad, outside of the country in which the
contract was signed.
1011
EDHEC
NEWGEN TALENT
CENTRETHE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
CONCLUSION: THE NEW GENERATION AND
GRADUATE RECRUITMENT PROGRAMMES MAKE
A GOOD MATCH
Recent graduates, then, are more likely to rise to the tool, are of great interest to the members of the younger
expectations global companies have of them than generation, as they meet their aspirations for international
the media have sometimes suggested. They prepare mobility, variety of experiences and career progress. By
to pursue their ambitions by developing the required looking after young people’s career objectives in these
skills in alignment with the needs of the business. programmes, companies, for their part, become more of a
This virtuous circle is heightened by the existence of draw, attract talented graduates from all over the world,
recruitment programmes meant specifically for these highlight the diversity of their work and form their future
recent graduates. Graduate recruitment programmes, senior managers from the outset of their careers.
a means of winning loyalty and a career-management
THE NEW GENERATION OF TALENTS
AMBITIONS SKILLS ACQUIRED
GRADUATE
RECRUITMENT
PROGRAMMES
NEEDS SKILLS EXPECTED
GLOBAL COMPANIES
1213
EDHEC
NEWGEN TALENT
CENTREFOR MORE INFORMATION
ON THE WEB
EDHEC NEWGEN TALENT
http://edhecnewgentalent.com
EMPLOYER BRANDING
http://www.universumglobal.com/
L’ENTREPRISE IDÉALE DE DEMAIN
http://www.deloitterecrute.fr/quelle-entreprise-pour-demain
GLOBAL TALENT 2021
http://www.oxfordeconomics.com/my-oxford/projects/128942
ACQUISITION AND RETENTION IN THE WAR FOR TALENT
http://www.kellyocg.com/Knowledge/Kelly_Global_Workforce_Index/Acquisition_and_Retention_in_the_War_for_Talent/
IN BOOKSTORES
GUIDE TO INTERNATIONAL GRADUATE
RECRUITMENT PROGRAMMES
Manuelle MALOT 2012 Edition A2Cmédia
THE COMPETENCIES OF THE NEW
GENERATION VIS-À-VIS THE
DEMANDS OF GLOBAL COMPANIESAPPENDIX: THE 347 GLOBAL
COMPANIES ANALYSED
3M / A.P. Moller - Maersk Group / AB AGRI / AB SUGAR / ABA Market Research / ABB / Abbott / Abercrombie & Fitch /
Adidas / Aetna Inc. / AGCO / Air Products / Airbus / AKZONOBEL / Alliance Trust / Allianz / Alltech / Alpiq / Alstom / Alten
Amazon / American Express / Amey / Andrade Gutierrez AG / Anglian Water / Aon / Apple / Arcadia Group / Argos / Arla
food / Arup / ASDA / AstraZeneca / AT&T / Atos Origin / Auchan / AVERY DENNISON Corporation / Aviva / AXA IM / B&Q
BABCOCK / BAE SYSTEMS / Baillie Gifford / BAIN&COMPANY / BAKER & McKENZIE / Balfour Beatty / Bank of America /
Barclays / BASF / Bayer / BECHTEL Corporation / Beiersdorf / Bentley Motors / Berenberg Bank / Beumer / BG Group /
BGL Group / BHP Billiton / BIL / Blackrock / Bloomberg / BMC Software / BNP Paribas / Bombardier / Borealis / Bosch /
Boston Consulting Group / British American Tobacco / British Petroleum / British Sugar / British Telecom -BT / BSH Group
BUPA / Canon, Inc. / Capgemini / Capital One / Cargill / Carlsberg Group / Carrefour / Casino Group / Caterpillar / Cemex
Centrica / CH Robinson / Chaucer / Check Point / CHEP / CIGNA / CISCO Systems / Citi / Civil Service UK / CNH Case /
COCA COLA / Colgate Palmolive / Commerzbank / Credit Suisse Group / CRODA / CSC / Cummins / Daimler / Dairygold
Food Ingredients / Damco / Danfoss / Danone UK / DBS Bank / De Lage Landen International / DELL / Deloitte / Deutsche
Bank / Deutsche Telekom / DHL / DIAGEO / Disney / DNV / Domeo / DONG Energy / DUPONT / EADS / EASYJET / EBDR /
Edelman / EDF Energy / EMC² / Enterprise Rent-A-Car / Eon / Ericsson / Ernst and Young / Eurocontrol / European Central
Bank / European Investment bank / Experian / Express Vending ldt / Faurecia / Fidelity Worldwide Investment / Ford /
Forestry Commission / Fresenius Kabi / FSA / Fujitsu / GAZPROM / GDF Suez / GDF SUEZ Latin American / Genentech
(Roche Group) / General Electric / General Mills / Generali / Genworth Financial / GKN / GlaxoSmithKline / Goldman
Sachs / Good Year Dunlop / Google / Grant Thornton / Grosvenor / GUNNEBO / Hallmark / Hamilton Lane / Heineken
Henkel AG & Co. KGaA / Hiscox / Hitachi Data Systems / Hoerbiger / HP / HSBC / IBM / ICAP / IFC / IKEA / IMERYS /
Imperial Tobacco / Inbev / Infineon / ING / Intact Insurance / INTEL / INVESTEC / IPSOS MORI / ITG / ITV / Jaguar Land
Rover / John Deere / Johnson & Johnson / Jotun / JP Morgan Chase / Kerry Group Plc / Kimberly-Clark / KPMG / L’Oréal /
Lantmännen / Lazard / LEGAL GENERAL INVESTMENT MANAGEMENT / LINDE group / Lloyds Banking Group / Logica
Lombard Odier / London Stock Exchange / Louis Dreyfus Commodities / Lux International AG / M&C Saatchi Group / M&G
Investments / Macquarie Capital / Mahle / Marcus Evans / MARKS AND SPENCER / Marriott International, Inc. / Mars
Mazars / Mc Kinsey / Meltwaters Group / Mercedes-Benz / Mercer / Merck / METASWITCH Networks / MetLife, Inc. /
Microsoft / Mitsubishi UFJ Securities International PLC / Moodys / MORGAN ADVANCED MATERIALS / Morgan Stanley / Mott
Macdonald / Mouchel / Munich RE / Musgrave / Nationwide / NEFAB / Nestlé / NEW ENTREPRENEURS FOUNDATION /
Nielsen Company / NISSAN / Noble Group / Nokia / Nomura / Nordea / NORGES BANK IM / Novartis Pharma / Novo Nordisk
Npower / Nuclear Decommissioning Authority / Nuon / Nyse Euronext / Ocado Limited / OCBC / ODDO / Ofgem / Oliver
Wyman / Orange / Origin Energy / ORMIT & ING BELGIUM / OTIS / OUTOKUMPU / PA Consulting Group / Panasonic /
PEPSICO / Philip Morris / Philips / Pictet Asset management / Pirelli / Poupart Ltd / PricewaterhouseCoopers / Procter and
Gamble / Prudential plc / Prymian Group / PSA / Raytheon / RBC (Royal Bank of Canada) / RBS (Royal Bank of Scotland)
RCM / Reckitt Benckiser / Renault / Rentokil Initial / RES / REWE Group / Rimes / Rio Tinto Alcan / Risk Management
Solutions / Rolls-Royce / Rothschild / Russell Investments / RWE / Santander / Sappi / Schneider Electric / Schott /
Schroders / SES Astra / Shell / Siemens / SKY / Smiths News Limited / Société Générale / SODEXO / Sony / Sopra Group
Spencer / Stagecoach Group / Standard Bank / Standard Chartered / Standard Life / Starwood / Statoil / STEF-TFE /
Straumann / SUEZ Environnement / Swiss RE / Syngenta / TATA / Tchibo / Telefonica / Telenor Group / Telstra / Tenaris
Tesco / Texas Instrument / Thales / Thermo Fisher Scientific / Thomson Reuters / Threadneedle / ThyssenKrupp /
Total / Towers Watson / Toyota / Trafigura / Transalta / TUI / Tullett Prebon / UBS / Unibail-Rodamco / Unicredit group
Unilever / Uniqlo / United Biscuits / Vanguard Group / Vattenfall / Velux / Veolia / Vistaprint / Vodafone / Volvo /
WestLB / Westpac / Whirlpool / Whsmith / Willis / Wolseley / World bank / WPP / ZF / Zurich Insurance
1415
EDHEC
NEWGEN TALENT
CENTRETHE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS
THE DEMANDS OF GLOBAL COMPANIES
THIS INAUGURAL STUDY OF THE NEWGEN TALENT CENTRE OF EDHEC BUSINESS SCHOOL EXAMINES
THE MOTIVATIONS AND COMPETENCIES OF THE NEW GENERATION. BEYOND THE WIDESPREAD
ARGUMENT ABOUT THE SUPPOSED INABILITY OF THE YOUNGER GENERATIONS TO ADAPT TO
CORPORATE CULTURE, WE HAVE LOOKED INTO THE COMPETENCIES THAT COMPANIES SEE IN THE
NEW GENERATIONS. ALTHOUGH THE MILLENNIAL GENERATION, OR GENERATION Y, MAY BE THE
SUBJECT OF MANY STUDIES, THE MOTIVATIONS AND SOFT SKILLS OF THIS GENERATION HAVE,
SURPRISINGLY, BEEN NEGLECTED.
ABOUT THE NEWGEN TALENT CENTRE
EDHEC BUSINESS SCHOOL, WITH ITS 6 000 STUDENTS AND 24 000 GRADUATES, IS ONE OF THE
SEEDBEDS OF THE GLOBAL SENIOR MANAGERS OF THE FUTURE. FOR MORE THAN FIFTEEN YEARS,
COMPANIES HAVE BEEN DEALING WITH THE GLOBALISATION OF THE JOB MARKET AND MUST
NOW ADDRESS SUCH THEMES AS SOURCING INTERNATIONAL TALENT AND RETAINING THEIR
INCREASINGLY MOBILE EMPLOYEES.
THE NEWGEN TALENT CENTRE, A PRIVILEGED INTERMEDIARY FOR THE LATEST GENERATIONS OF
GRADUATES, IS A BODY THAT MONITORS THE DEALINGS AND MOTIVATIONS OF RECENT GRADUATES
AND A LABORATORY FOR THE IDENTIFICATION, EVALUATION AND DEVELOPMENT OF FUTURE
LEADERS.
THE NEWGEN TALENT CENTRE IS AT THE NEXUS OF HIGHER EDUCATION, THE NEW GENERATION
AND COMPANIES. OUR OBJECTIVE IS TO RESTORE MAGIC, SO TO SPEAK, TO THE TIES BETWEEN
COMPANIES AND THE NEW GENERATIONS BY FOSTERING THE EARLY INVOLVEMENT OF COMPANIES
IN SELECTION AND TRAINING AND BY ENCOURAGING EDUCATIONAL INSTITUTIONS TO ASSUME
RESPONSIBILITY FOR THE PLACEMENT OF RECENT GRADUATES IN GLOBAL COMPANIES.
THE NEWGEN TALENT CENTRE RELIES HEAVILY ON THE EDHEC CAREER CENTRE’S EXPERIENCE IN
ORIENTING STUDENTS, IN IDENTIFYING AND SELECTING POTENTIAL LEADERS, IN EVALUATING AND
HONING SKILLS AND IN STUDYING CHANGING HIRING PROCEDURES. THE TALENT IDENTIFICATION
& CAREER DEVELOPMENT PROGRAMME, THE CAREER GUIDANCE AND MENTORSHIP PROGRAMME
CONSIDERED OUR STRENGTH BY INTERNATIONAL ACCREDITING BOARDS AND ECONOMIC DECISION-
MAKERS, DRAWS HEAVILY ON OUR KNOWLEDGE OF GRADUATE RECRUITMENT PROGRAMMES.
THE NEWGEN TALENT CENTRE HAS RALLIED TO THE CRY (‘EDHEC FOR BUSINESS’) THAT MOST
CLEARLY EXPRESSES THE STRATEGY OF EDHEC BUSINESS SCHOOL; THE CREATION OF THE CENTRE
WAS MADE POSSIBLE BY CORPORATE DONATIONS MADE AS PART OF THE OF RISING TALENTS
CAMPAIGN.
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