Are today¡¯s entry-level employees ready for the workforce? New survey data from 足球竞彩网 Assembly shows perceptions are improving in some areas, but big challenges¡ªespecially around soft skills¡ªremain.
We surveyed 651 company leaders (VPs in the US, directors/VPs in the UK) in October 2024 and September 2025, alongside 2,361 employed adults in the US and UK during the same period.
Last year¡¯s results showed that today¡¯s entry-level employees aren¡¯t quite job-ready. This year¡¯s results show some year-over-year gains, but also underline persistent frustrations about how ready young professionals are when they arrive on the job.
Leaders¡¯ perceptions improve¡ªbut not enough
In 2024, only 12% of leaders said entry-level employees were very or completely prepared to do their jobs. In 2025, that number nearly doubled to 22%.
But the majority still aren¡¯t convinced:
- 47% of leaders say entry-level employees are only somewhat prepared
- 29% say they¡¯re hardly prepared
- 2% say they¡¯re not at all prepared
The regional gap is striking. In the UK, 42% of leaders said entry-level workers were very or completely prepared, compared with just 18% in the US.
Despite slight gains, long-term perceptions remain flat. Only 15% of leaders think today¡¯s entry-level employees are more prepared than those five years ago, while 53% say they¡¯re less prepared¡ªalmost identical to last year¡¯s 11% and 54%. And more than a quarter of leaders (29%) say they wouldn¡¯t hire today¡¯s entry-level employees at all, virtually unchanged from 28% in 2024.
Generational divides on job-readiness
Workers themselves see the picture differently: 38% say entry-level employees are well-prepared, essentially the same as 39% in 2024.
Younger workers are far more optimistic than older ones:
- Gen Z: 58% say entry-level employees are well-prepared
- Millennials: 45% say entry-level employees are well-prepared
- Gen X: 26% say entry-level employees are well-prepared
- Boomers: 12% say entry-level employees are well-prepared
When asked to compare with five years ago, 35% of workers say entry-level employees are less prepared, while 27% say more prepared¡ªagain almost identical to 2024¡¯s results (33% and 27%). Millennials and Gen Z were much more likely than Boomers to see improvements.
The soft skills crisis deepens
If there¡¯s one issue that dominates the findings, it¡¯s soft skills¡ªor the lack of them.
- 56% of leaders blame weak soft skills for entry-level unpreparedness, up from 50% in 2024
- In the US, that number rises to 58%, compared with 41% in the UK
- At large companies (1,000+ employees), nearly two-thirds (64%) say soft skills are the problem, versus 41% at small companies
Workers broadly agree: 42% also blame a lack of soft skills, up slightly from 37% in 2024.
Other perceived shortcomings include:
- 23% of leaders say entry-level employees don¡¯t have the right attitude (down from 28% in 2024)
- 13% of leaders cite missing technical skills (vs. 12% in 2024)
- In the UK, however, technical skills were cited by 24%, more than double the US rate
- Workers echo these views: 29% point to attitude, 15% to technical skills
Who¡¯s responsible for training?
When it comes to who should ensure entry-level workers have the skills to succeed, leaders and workers disagree.
- 78% of leaders say it¡¯s the employee¡¯s responsibility, up from 74% in 2024
- Fewer say it¡¯s on employers (61% in 2025 vs. 66% in 2024) or educational institutions (68% vs. 73%)
- In the US, only 59% of leaders said employers hold responsibility, compared with 71% in the UK
- UK leaders were also more likely to put responsibility on government (21% vs. 6% in the US)
Workers, on the other hand, spread the responsibility more evenly:
- 62% say employers are responsible (virtually unchanged from 63% in 2024)
- 62% say employees themselves (vs. 64% last year)
- 54% cite educational institutions, 28% families, 15% government
Training makes a difference
Training could be the missing link, with 80% of leaders saying their companies provide adequate training to new employees, up from 67% in 2024. Workers, however, were less optimistic¡ª71% agreed, down from 74% last year.
The connection is clear: 92% of leaders who believe entry-level workers are very prepared also say their company provides adequate training, compared with just 70% of those who believe entry-level workers are hardly or not at all prepared.
In short, training may not fix everything¡ªbut it appears to directly improve perceptions of readiness.
The AI factor in entry-level hiring
Another wrinkle: AI. A striking 83% of workers believe AI can perform most entry-level jobs as well as humans, including 48% who say it¡¯s very or completely likely. Yet only 51% believe AI could replace their own job.
Leaders, meanwhile, are focusing on what makes candidates stand out. The top factors driving entry-level hiring today include:
- Presenting well in interviews
- Passing a skills test or assessment
- Internship experience
- Certifications related to the job
- A college degree
- Apprenticeship experience
Interestingly, what leaders prioritize depends on whether their company offers strong new-hire training.
At firms with adequate training, interview presentation was the top factor (24%). At companies without adequate training, internship experience ranked highest (32%), followed by college degrees (18%) and skills tests (13%).
Entry-level and beyond¡ªskill gaps still need to be solved
The 2025 survey shows some progress¡ªleaders are more likely to say entry-level workers are prepared compared to last year, and more companies are offering adequate training for new hires. But the core challenges remain: soft skills gaps, generational divides, and unclear responsibility for skill development.
足球竞彩网 Assembly CEO Daniele Grassi sums it up:
Today¡¯s entry-level employees systematically struggle with soft skills and job preparedness, while employers continue to blame employees themselves. As AI increasingly impacts the entry-level pipeline, employers have a responsibility to invest in training and upskilling of the next generation. If not, we¡¯ll face a critical skills shortage in just a few years.
The message is clear: preparing tomorrow¡¯s workforce will take more than degrees or technical know-how. It will require employers, educators, and employees themselves to double down on training, upskilling, and especially soft skills¡ªthe areas that matter most when stepping into the workplace.
And that¡¯s where we come in. Explore how 足球竞彩网 Assembly partners with employers to close skill gaps and ensure all your employees¡ªentry-level and otherwise¡ªcan play at their peak.