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Turning Young Talent

into RISERS

"The competitive advantage is no longer about hiring the best talent, but about developing it faster than your competitors."

For years, companies have driven growth by hiring the right people. But the game has changed. Hiring of recent graduates at major tech companies has dropped by more than 50% compared to pre-pandemic levels, and 37% of managers prefer to use AI instead of young employees for some entry-level roles. So, as everyone closes the door to new hires, who will develop the leaders of tomorrow? In the age of AI, the true talent strategy has shifted: it’s no longer about finding talent—it’s about building it.

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Overview

profile Persona
CHRO & Leadership
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Weeks 16–24
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30 Days
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DELIVER
parter-white Partner
SP
Trusted Technology and Consulting Partners
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What Is It?

“Turning Young Talent into RISERS” is a consulting initiative that reimagines companies’ young talent strategies in light of the realities of the AI era. It provides an end-to-end analysis of how an organization recruits, develops, guides, evaluates, and prepares its young talent for critical future roles; a sustainable talent development system is designed.

This initiative does not aim to create a single training program. The goal is to shift the development of young talent away from relying on individual effort and transform it into an organizational framework supported by managers, learning experiences, AI tools, and performance systems.

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The leaders of the future are shaped not by training programs, but by well-designed systems.

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SWOT — Typical Organizational Profile

This is the typical profile of organizations that have a defined competency framework but fail to translate it into measurable business outcomes. 

S

STRENGTHS

arrow-right-1 The organization is hiring young talent; there is a steady stream of candidates.
arrow-right-1 Senior management recognizes the importance of developing future leaders from within.
arrow-right-1 The onboarding, training, and basic development infrastructure have been largely established.
arrow-right-1 Experienced leaders and experts possess the knowledge and expertise to support development.
W

WEAKNESSES

danger The development of young talent depends on managers' individual approaches rather than a unified system.
danger The development process in the early years is not standardized; the learning experience varies from team to team.
danger High-potential employees cannot be systematically identified at an early stage.
danger AI and new learning technologies have not been integrated into the development of young talent.
arrow-right-1 We are unable to develop talent from within for the critical roles that will be needed in the future.
O

OPPORTUNITIES

opportunities-icon AI-powered personalized development makes it possible to develop young talent more quickly.
opportunities-icon Organizations that develop talent from within reduce hiring costs and the risk associated with critical roles.
opportunities-icon A strong professional development experience enhances the employer brand and increases retention of young talent.
opportunities-icon Companies that invest in early-career development are securing the leaders of the future before their competitors do.
T

THREATS

flash-icon Artificial intelligence is rapidly transforming the nature of entry-level roles; organizations that fail to adapt are falling behind.
flash-icon Young talents with the highest potential are gravitating toward organizations that offer opportunities for growth.
flash-icon Filling critical skill gaps by hiring from outside the company is becoming more costly and difficult every year.
flash-icon As competitors systematize their development, the leadership pipeline of unprepared organizations is weakening.

Who It's For / Who It's Not For

Who Is It For?
tick-circle-green Organizations that hire young talent but lack a systematic development model to turn them into future leaders.
tick-circle-green Companies that are forced to fill their critical positions through external hiring on an ongoing basis and want to strengthen their capacity to develop talent internally.
tick-circle-green Organizations that have decided to start building the critical leadership and expertise roles they will need in the future, starting today.
tick-circle-green Leadership teams looking to integrate AI-powered learning and development models into the young talent development process.
tick-circle-green Organizations that want to move the development of young talent away from a manager-driven approach and transform it into an institutional system.
Who It's Not For
close-circle-yellow Organizations that believe they can address the development of young talent through one-time training sessions.
close-circle-yellow Structures that attribute the problem of young talent to a generational gap but do not question the organizational system.
close-circle-yellow Organizations that rely solely on HR to take ownership of initiatives without sponsorship from top management.
close-circle-yellow Companies that keep postponing this investment or act with the expectation of short-term results.
close-circle-yellow Organizations with fewer than 50 employees that do not yet require a systematic talent development infrastructure.

What Do You Gain?

                  Upon completion of the consulting engagement, your organization will have the following organizational capabilities and systems:

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01

Young Talent Development Operating System

An organizational operating system that defines how young talent can be developed, from recruitment through to critical roles.
02

High-Potential Identification Model

An objective evaluation system that identifies who has high potential, determines which role they should prepare for, and shows how to accelerate their development.
03

Career & Acceleration Framework

A development architecture that defines the experiences young employees will have from day one, the competencies they will acquire and when, and how they will prepare for critical roles—with AI-powered learning embedded throughout.
04

Future Leadership Pipeline

A sustainable talent pool that nurtures critical specialist and leadership roles from within to meet future needs 3–10 years from now.
05

Manager's Playbook

A mentoring, feedback, and development system that does not depend on managers’ individual skills; one that every manager can implement to the same standard.

The Numbers

The evidence points in the same direction; developing talent from within is both cheaper and more sustainable than looking for it outside the organization.

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2 stories

Organizations that make strategic investments in development retain their employees twice as long
-Gallup
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$35,879

The average cost of hiring a senior executive from outside the company is nearly seven times that of hiring an entry-level employee.
-SHRM, 2025
danger

76%

76% of young employees want to take on a leadership role one day; it’s not a lack of desire, but rather a lack of a system to prepare them.
-Deloitte, 2026

Value Timeline

Week 1–4
01.

Analyze

The current situation will become clear
Week 4–12
02.

Design

The system is designed
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Week 12–22
03.

Deploy

It is put into practice on the ground
Week 22–28
04.

Sustain

Settles into the organization

Working Model

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01
ANALYZE

Understand the Current Situation

A current map of young talent development is created: who is being hired, how they are developing, and where they are falling through the cracks. The visibility of high potential, the pace of development, consistency in managerial approaches, and the use of AI are measured. A gap analysis is conducted, and prioritized areas for intervention are identified.
02
DESIGN

Design the system

An organization-specific young talent management system, high-potential assessment model, career and acceleration architecture, and executive playbook are designed. These are embedded within the AI-powered learning and development workflow. If desired, the RISER development framework and community are integrated into the system.
03
ACTIVATE

Implement

The designed system is rolled out in the field with the first cohort and managers; it is implemented in a real-world work environment. Managers begin working according to a common standard, the first development cycles go live, and the measurement system is activated. The team gradually takes ownership of the system.
working-model-1 search-status
01
ANALYZE

Understand the Current Situation

A current map of young talent development is created: who is being hired, how they are developing, and where they are falling through the cracks. The visibility of high potential, the pace of development, consistency in managerial approaches, and the use of AI are measured. A gap analysis is conducted, and prioritized areas for intervention are identified.
working-model-2 search-status
02
DESIGN

Design the system

An organization-specific young talent management system, high-potential assessment model, career and acceleration architecture, and executive playbook are designed. These are embedded within the AI-powered learning and development workflow. If desired, the RISER development framework and community are integrated into the system.
threats-swot search-status
03
ACTIVATE

Implement

The designed system is rolled out in the field with the first cohort and managers; it is implemented in a real-world work environment. Managers begin working according to a common standard, the first development cycles go live, and the measurement system is activated. The team gradually takes ownership of the system.

How We Work

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Integrated Ecosystem

This project is not carried out as a single consulting project; rather, it is implemented as an integrated system in which assessment, consulting, development solutions, and the necessary technology components work together. This allows us to proceed using a single working model rather than relying on multiple vendors.

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Weekly Rhythm

Throughout the project, regular check-ins, progress reviews, and obstacle-resolution sessions are held. The development of young talent, managerial practices, and project milestones are tracked weekly; necessary improvements are implemented without delay.

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Knowledge Transfer

The knowledge, tools, and work standards developed at the end of each phase are systematically transferred to your team. The goal is not merely to complete the project, but to build the organizational capacity to sustain the system without consulting support. Depending on your needs, the RISER community can also be integrated into the process as part of this ecosystem.

Common Objections

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"We can't find young talent of the quality we're looking for in the market."

lamp-on-green Answer
Perhaps the problem isn’t with the market, but with your expectations. Today’s young talents don’t start their careers as ready-made experts or leaders. Instead of searching for perfect candidates, the most successful organizations select young people with high potential and systematically develop them. Competitive advantage comes not from finding ready-made talent, but from being able to cultivate the talent of the future.
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"We invest in young talent, and then they leave. Why should we invest?"

lamp-on-green Answer
Because the cost of not investing is far greater than the risk of investing. Research shows that one of the main reasons employees leave their jobs is the lack of career development and opportunities for advancement. When you stop investing in development, you’re not just losing employees—you’re halting your ability to cultivate experts and leaders from within.
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"We already have our own training and development programs."

lamp-on-green Answer
A program is one thing; a system is another. Training takes place at a specific time and comes to an end. A system, on the other hand, continuously manages who will be prepared for which role, what experiences they will gain, how managers will contribute, and how development will be measured. You may have training programs; however, if you don’t have answers to these questions, you don’t yet have a young talent development system.
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"We bring in experienced people from outside when needed."

lamp-on-green Answer
Hiring from outside will always be an option; however, it should not be your only strategy. Relying solely on the external market for every critical position means higher costs, a longer onboarding period, and a greater risk of hiring the wrong person. Strong organizations acquire talent from outside while simultaneously developing the experts and leaders of the future from within.
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"It's not possible to get the same level of productivity from this younger generation as from older employees."

lamp-on-green Answer
The problem isn’t generational differences; it’s systems that remain unchanged despite shifting expectations. The new generation of employees has different learning styles, career expectations, and work habits. Successful organizations don’t try to change young people; instead, they redesign their leadership, learning, and career systems to help them develop more quickly.
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"With AI, there's no longer a need to invest in entry-level roles."

lamp-on-green Answer
AI is reducing routine tasks—not the experts and leaders of the future. Today’s entry-level employees will be tomorrow’s team leaders, experts, and managers. Eliminating entry-level positions means eliminating the organization’s future pool of leaders and experts. AI does not reduce the need to develop young talent; it increases the need for systems that will develop them more quickly.
our-approach

Our Approach

chart-white

Building is better than finding.

We believe that developing talent from within is more sustainable than looking for it outside the organization. We design every initiative not around the question, “How do we find this talent?” but rather, “How do we systematically build this talent?”
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The system is stronger than dependence on any individual.

We do not leave the development of young talent to the individual efforts of managers. We design systems that belong to the organization, are measurable, and continue to function even if managers change.
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AI is not an alternative to young talent—it is an accelerator.

We view artificial intelligence not as a technology that eliminates entry-level roles, but as a lever that enables young talent to learn faster, generate value more quickly, and become the leaders of the future.

Prerequisites for Success

This consulting service produces lasting results only when the following conditions are met. We will evaluate each one together before we begin.

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Senior Management Must Take Ownership

The development of young talent should be viewed not only as an HR priority but as a strategic investment that shapes the future of the organization. Systems that are not embraced by senior leadership eventually lose their priority.
goal alignment

Managers Should Take on the Role of Developers

No system can replace daily coaching and feedback from managers. If leaders aren’t prepared to be an active part of the process, development remains merely a item on the training calendar.
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Critical Roles Should Be Prioritized

The goal is not to develop everyone at the same time. Once the roles and talent pool that are critical to the organization’s future have been identified, the system produces results much more quickly.
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It Should Be Part of the AI Development Process

Today’s young talents must be trained to work alongside artificial intelligence. Development models that do not integrate AI into the process run the risk of becoming obsolete in a short time.

Related Solutions

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Lead Young Talent

The educational counterpart to the program that transforms young talent into future leaders; it equips managers with the skills to develop young talent.

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Leading the Younger Generations

One-on-one coaching for leaders on understanding, motivating, and guiding the next generation of employees.

depositphotos_236801012-stock-photo-happy-young-businesspeople-giving-high PTP

HiPo (High Potential) Talent Management

An executive program focused on identifying, accelerating, and retaining high-potential young talent.

depositphotos_106359272-stock-photo-businessman-working-on-a-laptop ASS

Succession Planning and Talent Pool

An assessment that measures the strengths and weaknesses of the internal talent pool for critical roles.

616255af-93fc-4833-b55d-dde77554c1c9 ASS

RMP for Multi-Generational Team Dynamics

An assessment that measures motivation and team dynamics in teams where different generations work together.

depositphotos_593889824-stock-photo-concept-creative-idea-teamwork-wooden ENA

Career Pathway Enablement

An enablement solution that institutionally supports young talent’s career paths and role transitions, keeping the system dynamic.

Overview

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Overview

profile-blue Target Persona
CHRO & Leadership
timer Project Duration
Weeks 16–24
speedometer-1 Min. Advisory Day
30 Days
global-2 Language
TR / EN

What's Included in the Service

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    Face-to-Face
    Recommended
  • feature-checkmark
    Live Remote
  • feature-checkmark
    Hybrid
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    Preliminary Analysis
    Youth Talent Development Data
  • star-2
    Evaluation
    RMP
    Optional
  • feature-checkmark
    Project Management Platform
    Included
  • feature-checkmark
    Manager/Sponsor Meeting
    Included
  • feature-checkmark
    Reporting
    Included
  • feature-checkmark
    Application Support
    Included
  • star-2
    Workshop
    Exists
  • star-2
    Microlearning
    Optional
  • star-2
    E-Learning
    Optional
  • feature-checkmark
    Flywheel
    DEL
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