AWE explains how it has shifted its approach to keep warm activity from traditional engagement to a cohort-led, function-owned experience.
With reneges continuing to be a challenge at AWE, we recognised that our previous keep warm approach - largely centrally delivered, webinar-heavy and inconsistent across functions - was no longer meeting the needs of incoming generations.
Our new strategy marks a deliberate shift from a traditional pre-boarding model to a cohort-led, function-owned, research-driven experience designed to strengthen engagement between offer acceptance and start date.
This represents a step change in how AWE prepares new joiners for day one, moving from a transactional process to a more human, community-building journey.
A research-led reset: from assumptions to evidence
Previously, our keep warm activity was shaped by internal assumptions about what candidates needed. In 2025, we rebuilt the strategy using workshops with 2025 graduates, apprentices and Year in Industry cohorts, focus groups with operational leaders, and external advisory support from ISE Fellow Rebecca Fielding.
This shift from assumption-based design to evidence-based insight revealed three universal needs: connection, clarity and community.
Candidates also highlighted practical frustrations such as relocation challenges, finding flatmates, clunky communication and an over-reliance on live webinars.
Rebecca Fielding’s review validated the need for greater functional ownership, clearer behavioural expectations and a differentiated pathway design.
A structured, multi-touch journey: from sporadic contact to a cohesive timeline
Our previous approach relied heavily on ad-hoc communication and standalone webinars. In 2026, we introduced a structured January–September engagement journey that blends digital and in-person touchpoints.
A major innovation was positioning our current Connectr engagement platform as the central host for all virtual communication, moving from multiple fragmented channels to a single, consistent platform. Both Connectr and our functions are aligned in message to new joiners.
Through this update, we have seen usage of the platform go from 85% engagement in 2025 to 91% in 2026.
Connectr now provides recorded and live content on security, diversity, wellbeing and the education-to-work transition, giving candidates clarity at the moment they need it.
The journey gets to a mid-point in our redesigned 9 April in-person event by our current cohorts and functions working to co-create this. It now includes a high-energy icebreaker, pathway-specific sessions, team-building activities, learner group insights, future-focused keynotes and optional informal networking, including a WGIT social. This represents a shift from a single ‘touchpoint event’ to a multi-layered, community-building experience.
Functional ownership and cohort co-creation: from central delivery to shared accountability
Historically, keep warm activity was centrally owned, with limited functional involvement. In 2026, we began the shift to increase ownership by the functions supported by current graduates, YII students and apprentices who co-create throughout to deliver the programme.
This ensures new joiners receive pathway-relevant, authentic engagement shaped by people who have recently navigated the same transition. Functions now lead welcome sessions, meet-the-team discussions, day-one preparation and pathway-specific networking.
This evolution - from centralised delivery to shared organisational ownership - has significantly increased the relevance of keep warm with all stakeholders, authenticity and retention impact. There has been a positive impact seen so far, with our average withdrawals dropping from 30% to 28% compared to this time last year.
Audience-specific design: from one-size-sits-all to tailored pathways
Our previous approach treated all early careers pathways similarly. In 2026, we introduced differentiated design that recognises the distinct needs of graduates, YII students and apprentices.
Graduates and YII joiners now experience a greater emphasis on networking, functional exposure and informal conversations with current cohorts. Apprentices receive more structured support, earlier induction information, Skills Academy involvement and increased parental engagement and support.
This shift ensures each audience receives the right support at the right time, rather than a generic programme.
Parental and influencer engagement: from minimal involvement to active partnership
Parental engagement was previously limited. In 2026, we introduced dedicated parent webinars, early access to induction information and invitations to key events.
Recognising the influence parents have on decision-making, particularly for apprentices, has strengthened commitment and reduced pre-start anxiety. This marks a shift from passive awareness to active partnership.
Renege rates for apprenticeships since this introduction has seen the biggest decrease from 33% to 24%. They now have the lowest renege rate out of all programmes.
Streamlined communication: from clunky channels to clear, on-demand content
Feedback from previous cohorts highlighted that communication felt fragmented and overly reliant on live webinars. Our updated approach reduces volume, improves clarity and shifts to more on-demand content.
Practical materials such as relocation advice and real role insights have been introduced, and consistency across functions has been strengthened. This represents a shift from information overload to high-value, candidate-centred communication.
Stakeholder buy-in and work-readiness: from passive support to active leadership
In previous years, stakeholder involvement was supportive but limited. In 2024, we embedded Early Careers Recruitment ownership of the framework with functional leads delivering content and senior leaders shaping direction through operational committees with an intention to install clearer behavioural expectations that support work-readiness.
This shift ensures keep warm activity is no longer an early careers initiative, it is a shared organisational priority.
Impact and benefits: from engagement to belonging
The redesigned approach has already delivered several benefits, These reflecting a shift from engagement to genuine community formation.
- Regular, meaningful touchpoints have improved engagement.
- Early cohort bonding and peer interaction have strengthened belonging.
- Clear expectations and role insight have increased preparedness.
- A structured, thoughtful journey has enhanced employer brand perception.
- Honest conversations and access to current employees have reduced pre-start anxiety.
Advice for employers
For organisations looking to implement a similar approach, several lessons were critical:
- Listening first to previous cohorts and internal functions ensures relevance.
- High-value human interactions matter more than frequency.
- Authentic engagement beats corporate messaging.
- Functional ownership is essential for them to meet and nurture talent early.
- Tailored design meets diverse pathway needs.
- Transparency builds trust.
- Parental engagement strengthens commitment.
These principles reflect the shift from tactical activity to strategic, evidence-led design, but our journey wasn’t without challenges.
Balancing engagement with overload, ensuring consistency across functions, addressing logistical barriers and designing a single overarching strategy while meeting diverse needs are some of the considerations that continue to shape future iterations of our programme.