Why the Entry-Level Talent Pipeline is Broken and How to Fix It

If you’ve ever hired a recent grad or someone new to the workforce, you’ve probably had this moment: great resume, great attitude, but they’re not quite ready. Maybe they don’t know how to manage a deadline, communicate with a team, or even navigate a Zoom meeting. It’s not their fault. Ultimately, it’s ours, and I say that as someone who’s been in talent acquisition for over a decade. The truth is, the entry-level talent pipeline is broken.

Over the years I’ve seen the disconnect between what we think young talent needs and what they’re actually given. And trust me, it’s costing businesses real time and money.

Let’s talk about what’s not working and how to fix it.

In simple terms, a talent pipeline is your proactive strategy for attracting, developing, and retaining employees. Particularly for recurring or high-volume roles. Rather than reacting every time someone quits, retires, or gets promoted, a pipeline means you’ve already laid the groundwork.

It’s especially critical when it comes to entry-level talent. These are the future managers, innovators, and leaders of your company. When you invest in them early, you’re building a stable foundation for long-term success. But when that foundation is shaky, the whole structure feels it.

In an ideal world, that pipeline should flow smoothly from schools, training programs, and other channels right into your organization.

But there are a few challenges impacting the entry-level talent pipeline, including:

Let’s start with the biggest issue: the gap between education and real-world skills. Today, a college degree doesn’t automatically mean someone is job-ready.

But this isn’t the graduates’ fault, or entirely the education systems’. According to research by Harvard Business School and the American Association of Community Colleges, only 1 in 4 employers talk openly with educators about their hiring needs and what’s needed in the workplace. Even worse, while 28% of employers gave themselves an ‘A’ for working with colleges, only 7% of educators agreed. That’s a serious disconnect.

But there is good news! Some schools are stepping up. Michigan State University launched the Align Center for Workforce Development, and North Carolina is tackling workforce alignment head-on with myFutureNC.

Hiring managers don’t just want technical know-how from qualifications, education, or on-the-job experience. They want people who can communicate, collaborate, and adapt. And unfortunately, that’s where many young professionals fall short.

According to the Society for Human Resource Management (SHRM), 49% of employers say entry-level workers lack soft skills like teamwork, communication, and adaptability. Unfortunately, these skills are essential for every workplace. Especially now that hybrid and remote work require more self-management and communication than ever.

We’re in a new era where more companies are hiring based on skills, not degrees. And while I’m all for that (you’d be surprised how many amazing hires don’t come from a traditional background), it also means we need clearer pathways for people to develop those skills before applying.

A recent SHRM report showed that 31% of employers now prioritize on-the-job experience over academic credentials. Similarly, 58% value experience and academics equally. But most graduates and entry-level talent is just that, people looking to gain that all-important experience.

So where are young workers supposed to get this “experience” if employers aren’t offering training? Which leads me to my next point…

I always tell clients: if you don’t invest in your people, someone else will. But the modern working world is fast-paced and agile, most hiring is reactive, and time is money. And this attitude is trickling down to limited onboarding and training.I always tell clients: if you don’t invest in your people, someone else will. But the modern working world is fast-paced and agile, most hiring is reactive, and time is money. And this attitude is trickling down to limited onboarding and training.

SHRM found that 41% of executives say their companies don’t offer a learning stipend or budget. Additionally, 33% admit they don’t provide enough training to new hires. That’s a missed opportunity, especially when young professionals are eager to grow. But if you don’t offer training or encourage good communication and collaboration, then entry-level talent will always be at a disadvantage. The talent pipeline gap will also continue to widen further.

Here’s the good news: your entry-level talent pipeline problems are fixable. But it takes intention.

I recommend HR leaders take the time to course correct now with the following range of activities:

If we want to future-proof our workforce, we have to rethink how we’re nurturing early talent. That starts with collaboration, investment, and yes, a little patience.

However, I’ve been in this space for over 12 years, and what I’ve learned is this: companies that treat entry-level hires like a burden usually regret it. But those who treat them like a priority? They build loyalty, performance, and pipelines that actually work.

So here’s my ask: be the company that invests in potential. Build programs. Offer training. Partner with educators. Ask better questions, and listen to the answers.