New analysis shows how the skills of UK graduates compare to their counterparts in Europe and the Americas – and what it means for early careers development - explains Matt Kirk at SHL.
As the graduate labour market becomes increasingly globalised, employers are asking a key question: how do UK graduates compare to their international peers – and how can we adapt our early careers programmes accordingly?
With more than 45 years of people science, predictive analytics and powerful assessment solutions, new analysis from SHL offers a detailed view into the skills and readiness of today’s graduates.
These valuable insights help employers optimise early careers talent and ensure their programmes remain competitive and future-ready.
Based on the objective assessment results of more than 115,000 graduates worldwide, we benchmarked UK graduates against those from Europe and the Americas across cognitive ability and a broad range of work-related behavioural skills.
The findings present both reasons to be optimistic and areas for urgent attention.
Strength in smarts and grit
UK graduates perform strongly on cognitive ability, outscoring peers in both Europe and the Americas.
Behaviourally, UK graduates also score highly on Adapts to Change and Strives to Achieve suggesting they are well-equipped to cope with pressure and bounce back from setbacks.
These strengths are especially valuable in hybrid workplaces and high-change environments, where self-management is increasingly important and underpin long-term performance.
Less confident, less creative
However, the data highlights some notable differences. UK graduates score significantly lower on Generates New Ideas and Maintains Good Working Relationships, compared to other skills.
So, while UK graduates have strong foundational capabilities, they may be less comfortable expressing ideas, challenging the status quo, problem-solving from different angles, or stepping forward as change agents.
This presents a challenge for employers looking to develop future leaders or embed entrepreneurial thinking early.
UK graduates may need more support to develop voice, confidence, and proactivity in the workplace. Encouragingly though, these are skills that can be coached and cultivated through thoughtful programme design and manager support.
Reskilling potential
As job roles and demands shift rapidly, we believe that graduates’ ability to learn new skills is just as important as the skills they currently possess. And we’re able to measure the specific skills that support continuous learning and indicate their reskilling potential.
These include the ability to Learn Quickly, Adapt to Change, and Cope with Uncertainty, which are critical when navigating unfamiliar challenges or acquiring new skills.
Equally important are personal effectiveness skills such as Setting Objectives, Striving to Achieve and Planning Ahead, all of which help graduates proactively manage their careers in dynamic workplaces.
Additionally, Focuses on Self-Development, Copes with Setbacks and Criticism Constructively, and Confidently Operates Job-Related Technology ensure they stay relevant and resilient.
Together, these skills empower graduates to reskill and upskill efficiently to remain agile in an ever-changing job market.
UK graduates consistently score higher than their counterparts in Europe and North America, making them more likely to be able reskill quickly in response to new or different opportunities.
Rethinking early careers programme design
This insight provides employers with an opportunity to recalibrate graduate programme objectives using more nuanced, objective data.
At a macro level, our data shows that UK graduates have the intellectual and emotional foundations to succeed – they are highly capable and resilient. But to fully unlock their potential, employers need to create environments that actively support the development of influencing capabilities, creativity, and confidence.
One of the key takeaways from this analysis is the importance of looking beyond surface-level confidence and delivery to uncover true skill and potential.
There's a clear distinction between ‘polished’ candidates – those who are articulate, confident, and charismatic – and those with untapped potential who may need support to develop their voice and influence.
With these insights in mind, how should employers evolve their programmes to unlock both polish and potential?
Translating insight into action
Employers looking to strengthen the impact of their early careers programmes should consider these practical steps:
- Broaden talent identification
Use objective assessments to spot candidates with high learning agility, resilience, or cognitive strength — even if they lack initial confidence or presentation skills
- Prioritise early development of voice and influence
Build structured opportunities for graduates to present ideas, lead small initiatives, and interact with senior stakeholders. This helps build confidence and assertiveness from the start
- Embed creativity and experimentation
Design innovation challenges, cross-functional projects, and exposure to unfamiliar problems to help develop information-seeking behaviour and creative thinking
- Mentor for growth mindset
Match graduates with mentors who can provide constructive feedback, encouragement, and stretch goals — especially useful for building self-belief and a sense of agency
- Benchmark, then personalise
Use benchmarking data to set high but realistic expectations – then tailor programme experiences based on each graduate’s development areas. Ensuring onboarding and development plans reinforce measurable skills development
The bigger picture: polished vs. potential
At the heart of this analysis lies a mindset shift: hiring based on polish alone may overlook the talent with the greatest long-term potential. It’s essential to look beyond surface-level confidence and delivery to uncover the traits that truly drive growth.
By benchmarking against international peers, employers can adopt a more balanced perspective on graduate readiness and build programmes that not only attract top talent, but also nurture and elevate it from within.
That means hiring not just for who candidates are today, but for who they could become tomorrow.
In a global talent market, the ability to identify and grow hidden potential – not just select graduates for the skill strengths today – could be the edge that sets your early careers programme apart.