Amy Creeden
Senior Marketing Manager

Every type of organisation has people working in entry-level positions – these people contribute to economic growth for companies and society.  However, most companies focus all of their energies on retaining senior executives.  


Whilst they accept high entry-level employee turnover as the cost of doing business, remember that inexperience doesn’t have to spell disaster!  If a company is looking for a fresh perspective, hiring a seasoned pro might not be worth the payoff.  


It is therefore just as important to pump talent in at entry levels, as it is to pump talent in at mid and senior levels.  Bringing a strong entry-level pipeline into the company fuels the system for years to come.  It also enables you to instill the culture, values and skills of the organisation early on. That is why it is imperative for us at ORM to ensure that we are constantly evolving our organisation by bringing in entry-level talent.


Some might think that hiring entry-level talent comes with pitfalls, like lengthier onboarding and additional hand-holding, however, this is not the experience that we have had.  In fact, we consider our entry-level recruits as a fresh batch of future leaders.  It is easy for any business to hire entry-level staff, but how much do we really invest in those employees?  At ORM we have and are continuing to invest in the retention and advancement of our entry-level workforce and as a result have developed a stronger talent pipeline, increased employee productivity and engagement, and even improved the culture and employment brand.  


woman helping man on laptop


To ensure that we grow and develop our future leaders we have established best practices for all new entry-level joiners:

  1. Providing purpose in the workplace – we have realised that personal recognition, training specific to the entry-level employee and a clear connection between the role and the company strategy is imperative for us to develop and grow these future leaders
  2. Investing in frontline managers – our new joiners’ first point of contact is their manager; if we don’t have the right people with the right abilities to manage and develop our entry-level talent then we are unable to fulfil our commitment to their growth
  3. Creating opportunities for learning and growth – we want everyone to grow from their first day of joining us, so we offer specific training opportunities to enable our new joiners to learn as they work
  4. Making employee benefits relevant – the world is changing daily and all businesses must become flexible, so we need to listen to our employees, establish what they want and consistently communicate to them what benefits we are offering


As you can see, we know that entry-level employees are vital to our business success, which is why we consider recruiting at this level an important factor in our talent search.  We want to fill that entry-level pipeline so that we can continually offer candidates the chance to grow and to develop our future leaders from the outset.