The path from university to successful employment is one that requires a collective training effort.
As the new year gets under way, university graduates in Western Australia are stepping into their first roles in business.
Their arrival brings optimism for employers, many of whom hope these fresh faces will transition seamlessly into the workforce fully prepared and job ready.
Yet, this long-standing expectation oversimplifies the role of universities and ignores the shared effort required to equip graduates for long-term career success.
To assume universities alone can produce job-ready professionals is to misunderstand the complex path from education to employment.
Graduates are not assembly-line products emerging from university as fully formed professionals, ready to tackle every workplace challenge from day one.
Universities focus on fostering critical thinking, intellectual curiosity and lifelong learning – qualities essential for navigating the complexities of a rapidly evolving world.
While these attributes provide a strong foundation, they are only the beginning.
Graduates require experience, tailored guidance and time to adapt to specific industries, organisational cultures and workplace demands.
Transitioning from academic study to professional practice is a process that can neither be rushed nor left solely to one stakeholder.
The expectation for job-ready graduates has intensified as industries face significant skills shortages.
Critical sectors such as healthcare, technology and education are struggling to fill roles, placing immense pressure on universities to produce graduates who can step into these gaps.
However, this expectation is unsustainable.
Universities are not workforce factories and must prioritise equipping graduates with broader, adaptable skills such as problem-solving, analytical thinking and the ability to embrace change.
Employers, on the other hand, have a vital role to play in ensuring graduates can make meaningful contributions to their organisations.
Structured graduate programs, robust mentoring and tailored on-the-job training can bridge the gap between academic learning and workplace expectations.
These initiatives benefit not only the graduates but the businesses that invest in them, leading to higher employee satisfaction, retention and loyalty.
Governments, too, must step in by creating incentives for industry-led training programs that support graduates during their transition to professional roles.
Collaborative efforts between universities, employers and policymakers are essential for addressing the mismatch between education and workforce needs.
The rapidly evolving nature of work highlights why job ready is no longer enough.
Graduates need career-ready skills – adaptability, resilience and a commitment to lifelong learning – to navigate a world defined by technological advancements, global disruptions and shifting economic conditions.
Universities provide an excellent starting point by cultivating these qualities.
But the onus is also on employers to invest in professional development to ensure their workforce remains competitive.
Work-integrated learning initiatives have gained traction as valuable tools for bridging the gap between study and work.
By enabling students to apply theoretical knowledge in practical settings, these programs ease the transition into full-time employment.
However, their success depends on employers stepping up as active participants in the education process.
Employers also need to adjust their expectations.
Viewing graduates as unfinished products with potential rather than fully formed professionals fosters more realistic and productive relationships with universities.
Structured graduate programs that combine mentoring, rotational placements and training are excellent examples of how businesses can nurture talent while addressing their own workforce needs.
Such initiatives not only help graduates adapt to workplace cultures but ensure they gain the confidence and practical experience required to excel in their roles.
This approach benefits all parties: graduates feel supported, employers build a skilled workforce, and the community reaps the rewards of a strong, adaptable labour market.
WA’s higher education system has a proud history of producing exceptional graduates.
But the path from university to employment is one that requires a collective effort.
Universities, employers and governments must work together to ensure graduates are prepared not just for their first roles but an unpredictable career landscape.
As 2025 unfolds, it provides an opportunity for all stakeholders to reconsider their approach to graduate development.
By fostering collaboration, prioritising adaptability and embracing lifelong learning, WA can ensure its graduates are equipped to meet the challenges of today and shape the opportunities of tomorrow.
When everyone shares the responsibility, the rewards extend far beyond the workplace and benefit graduates, businesses and the broader community.
• Professor Gary Martin is chief executive officer of the Australian Institute of Management WA
