1. Align Goals with Your Vision

The foundation of a successful traineeship program is alignment with your goals. Whether you’re aiming to address specific skill gaps, develop future leaders, or drive innovation, it’s crucial that your program supports these objectives. By aligning the program with your overarching vision, you set the stage for achieving the highest possible return.

2. Craft a Well-Rounded Program

A traineeship program thrives on a solid structure. Think of it as crafting a perfect recipe: you need the right ingredients and a clear plan. Design a program that includes hands-on experience, valuable mentorship, and formal training. This balanced approach not only prepares trainees for their roles but also enhances their ability to make a meaningful impact.

3. Select the Right Talent

Choosing the right trainees is like finding the missing piece to a puzzle. Look for candidates who not only meet the qualifications but also resonate with your values and culture. Effective screening methods, such as tailored assessments and insightful interviews, will help you identify those who are most likely to excel and add real value.

4. Provide Ongoing Support

The journey with your trainees doesn’t end after the initial training. Continuous support and development are key to keeping trainees engaged and growing. Assign mentors who can provide guidance and feedback, and ensure regular check-ins. Investing in their ongoing development helps trainees feel valued and motivated, leading to better performance and retention.

5. Measure and Reflect

To truly understand the impact of your traineeship program, it’s important to measure its effectiveness. Set clear performance indicators like productivity, job satisfaction, and retention rates. Evaluating these metrics will give you a clearer picture of how well the program is performing and where adjustments may be needed. Our benchmark standard for ROI helps in assessing the tangible value derived from the trainee, the program, and related projects. This includes evaluating the investment of financial resources, time, network, or reputation to gauge the benefits for both the trainee and the program.

6. Encourage Open Feedback

Creating a culture of feedback is essential for refining your traineeship program. Foster an environment where trainees feel comfortable sharing their experiences and suggestions. Similarly, provide constructive feedback to support their growth. This open dialogue helps enhance the program and makes it more effective.

7. Leverage Trainee Insights

Trainees often bring fresh perspectives and innovative ideas to the table. Encourage them to share their insights and participate in projects. Their unique viewpoints can drive innovation and improve processes, adding even more value to your program.

8. Continuously Improve

Remember, a traineeship program is always evolving. Regularly evaluate and update the program based on feedback and performance metrics. Keeping the program relevant and effective ensures it continues to deliver strong Return On Investment.

Using The Best Traineeship Benchmark Standard for Better Return on Investment

“Return on Investment: The extent to which the trainee, the program, and the projects have received a measurable value for the individual trainee and the company in general regarding the investment of resources, i.e., financial, time, network, or reputation.”

Best Traineeship Standard for Return on Investment

Incorporating benchmark standards into your evaluation process can significantly enhance your ROI. These standards help measure:

• Financial Return: Assessing how the financial investment translates into tangible benefits.
• Time Efficiency: Evaluating how effectively time invested in training results in productive outcomes.
• Network Impact: Understanding the value gained from expanding professional networks through the program.
• Reputation Enhancement: Considering how the program contributes to enhancing your organization’s reputation.

By applying these benchmarks, you gain valuable insights into the performance of your traineeship program. This approach empowers you to continuously learn, adapt, and achieve a greater impact. Our benchmark report also enables you to retrieve anonymous input from your trainees, providing a steady flow of fresh ideas and constructive feedback that drive continuous improvement.

With these insights from Best Traineeship, you’re well-equipped to create a traineeship program that not only meets your needs but also provides substantial returns on investment. Embrace these strategies and watch as your program becomes a powerful driver of success!

Curious about how your traineeship measures up against the rest? Purchase your copy of the Benchmark Report here.

Download our State of the Industry Report here.

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Based on data from our Best Traineeship competition, the report highlights key areas such as Performance Improvement, Mentorship, and Learning & Development. These elements are closely linked and play a vital role in shaping effective traineeship experiences. Understanding how they interconnect can empower organizations to create a more holistic approach to talent development.

What can you expect? The report provides a wealth of information, including performance metrics and competitor benchmarks that allow you to see where you stand in relation to others in the industry. Additionally, it shares practical recommendations for continuous improvement, making it a great resource for traineeship managers and young talent leaders looking to innovate and grow their programs.

We believe that by sharing knowledge and trends, we can all work together to elevate the standards of traineeships. The insights gained from this report can serve as a catalyst for change, inspiring you to refine your current strategies or explore new ideas that align with the evolving needs of young professionals.

Ready to get started? Download the State of the Industry Report here and discover how you can drive positive change in your organization.

The 2024 Best Traineeship competition is open for entries. Don’t forget to register – click here to enter.

The post Discover the Insights: Our State of the Industry Report Is Available appeared first on Best Traineeship.

 It wasn’t just about connecting, though—it was about setting the tone for the day and building a community of innovation and collaboration.

Setting the Stage

The hackathon’s facilitator, Tom Vuorinen (Groupmapping), led the day’s discussions with a focus on mentorship—a theme that everyone in the room could relate to, whether as traineeship managers, mentors, or mentees. Tom’s goal? To squeeze the most out of our time together by creating space for open dialogue and idea-sharing.

Jeske van Boxtel, from Enexis Groep, took the stage early on. As last year’s Best Traineeship Young Talent Manager of the Year and leader of the award-winning Enexis traineeship program, Jeske brought invaluable insights. Her presentation offered a detailed look at how the Enexis management traineeship unfolds over three years, providing each trainee with at least one mentor. Some even get specialized mentorship tailored to their unique growth trajectories.

Jeske also shared her personal journey, reflecting on how she’s grown through both the good and the challenging times, highlighting the importance of continuous learning.

Trends and Insights

The morning also featured a presentation from Kieran, jury member and co-owner of Best Traineeship, who delved into the trends and data driving today’s mentorship programs. She discussed how historical trends shape the future of traineeships and the key role that diverse perspectives play in fueling innovation. Kieran’s analysis showed that mentorship programs aren’t just about developing individual talent—they’re directly linked to the overall performance of organizations. By building strong mentorship structures, companies can foster faster employee development, which in turn drives innovation. We have also worked on the mentorship, and learning and development programs for company performance.

Hackathon: Unpacking Mentorship Challenges

After the morning presentations, it was time for the hackathon—a space designed for attendees to tackle key questions about mentorship.  We chose this particular format to put the Young Talent managers into the shoes of the trainee experience, and to find innovative and new solutions, based on the combined experience of the participants and the company’s needs. Tom led the session with a thought-provoking question: “What are the challenges you see with mentorship?”

The conversation quickly took off, touching on themes like the varying levels of mentor commitment and how different personality types influence their approach to mentorship. One of the standout topics was the lack of clear definitions for mentorship and reverse mentorship, which raised the need for better mentor training and active listening skills.

Some key points of discussion included:

• Is in-person mentorship more effective than remote?
• How can companies ensure regular check-ins with mentors?
• How do we make feedback a two-way street, so mentors also provide input on the program?
• What defines a “good mentor,” and how can organizations set clear expectations for the role?

The group also explored what motivates mentors and how they are selected. It was clear that there’s no one-size-fits-all approach, as the needs of trainees vary, and the quality of mentorship can make all the difference in a trainee’s experience.

Conclusion

The 2024 Peer Circle Event was a day packed with engaging discussions, knowledge-sharing, and, most importantly, the fostering of new ideas on mentorship. It’s events like these that not only build better traineeship programs but also cultivate the next generation of leaders, mentors, and innovators.

As the day wrapped up, it was clear that the conversations sparked would fuel the development of mentorship programs for years to come. The energy, the insights, and the shared experiences from the event have set the stage for more collaboration and continuous improvement in the world of traineeships.

Thank you to all for an exciting and productive day, and now the countdown begins until next year’s competition!

Don’t miss out on the opportunity to be part of another inspiring event. Register here for the upcoming Annual Competition and be ready to exchange more ideas, meet new people, and innovate even further!

Did you know we have released our 2024 State of the Industry Report? Click here to download your copy.

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What does it feel like to have your traineeship recognized as having the best Balanced Projects within their program?

It feels pretty good to be honest. As a business we constantly measure ourselves against our own performance, striving for high quality. At the same time, receiving external recognition from the leading traineeship experts in a meaningful way is satisfying and takes this achievement to a whole new level.

Winning this specific prize is particularly meaningful for us as it resonates with our hands-on culture, the way we do things around here, and our commitment to empowering our people with genuine responsibility.

Trainees within Mainfreight gain hands-on experience while building their own career path. Can you tell us a little more about this, and the benefits you see for trainees?

Leaving school or uni, you may not always know exactly what you want to do; many of us have been there too. At Mainfreight, we believe Education is optional, learning is compulsory – what we mean by this is at Mainfreight you commit to learning regardless of your background. For all team members, including trainees, we expect people to learn from the ground up and learn by doing. Regardless of whether you’ve studied a ‘fancy’ degree or not, in our business you roll up your sleeves and get stuck in.

Along the way, our people discover their strengths, gain hands-on experience, and how they can add the most value to the business. They’re not going to be the best picker, loader, export operator, or driver for that matter, at least not straight away! But when you commit to starting at grassroots level and learning, the sky’s the limit at Mainfreight as we only promote from within.

Promote from within means that we only hire entry level from outside Mainfreight, once you’re in, we develop you, and leadership/sales/… opportunities are only available to people within our business – we do not hire from the outside for them! This forces us to be creative as a business, and for our trainees to be creative too when career planning.

Promote from within is entrenched in our culture, and we find it develops our people, makes sure we have depth of knowledge, it also demonstrates our trust and investment in our people.

Mainfreight trainees also experience a diversity in their roles – often starting at entry level positions and working throughout the company.  Tell us how this strengthens your traineeship program, and what benefits does this have?

Since our traineeship started in 1992, not a single trainee has followed the exact same path as another. They could have worked in any of our 10 European countries (Netherlands, Belgium, United Kingdom, Germany, Poland, Romania, Italy, France, Spain, Ukraine), within any of our three products (Warehousing, Air & Ocean, Transport), and within any role across these products. To put it lightly – there’s opportunity aplenty.

We see some trainees want to gain international experience, others want to develop themselves deeper in one market; no two people are the same, no worries! This brings diverse perspectives to the table, ultimately helping us overcome challenges faster and continuously improve for our customers.

When trainees start at grassroots level and work their way through different roles, they learn the way we do things around here, preparing them for leadership, developing their empathy as they’ve ‘been there’ hands on, and when sitting across the table from a customer, the customer can trust that the Mainfreighter has experience and knows what they’re talking about.

Having experienced multiple roles, our trainees work well with team members from diverse backgrounds, ensuring well-rounded adaptable teams, beneficial when opening new branches.

Our traineeship program is more than just a series of roles; it’s a culture of growth, development, and impact. We don’t produce robots; we cultivate skilled team members who grow our business for the next 100 years.

Can you tell us about your three pillars: Culture, Family, and Philosophy, and how this is an integral part of Balanced Projects for Trainees?

Our Three Pillars—Culture, Family, and Philosophy—form the foundation of our business. Our pillars guide our values and decision-making, influencing everything from how we treat our people and customers, to our relentless strive for growth.

Our culture is built on trust and teamwork, we see our team as a family, we have each other’s backs. We work together in tight-knit teams and push for higher standards in performance, safety, and profitability. This high-performance culture helps us care for our customers, attract new customers, improve our delivery, attract ambitious people, challenge, and satisfy our team members, and ultimately lead to profitability and growth.

When it comes to our trainees, they understand the assignment: continuous improvement and striving for excellence. Whether in their day job or within projects, the expectations are high.

How are you taking away the feedback and benchmark report and using the insights to build the traineeship program? What are the benefits of receiving the benchmark report?

I was skeptical as I’ve seen underwhelming, vague, un-actionable feedback in the past that wasn’t worth the paper it was written on from other parties. This on the other hand was a pleasant surprise! Seriously, the benchmark report was great and highlighted blind spots. Thank you again for it!

One key insight was trainees’ desire for more targeted feedback. People who opt for a traineeship are typically ambitious, want to develop, and grow. The benchmark report highlighted that they would like us to pay more attention to them as individuals rather than as a team. The responsibility for their day-to-day leadership rests with their direct leaders in their branch, what we’ve done is implement more structured check-in meetings with their leaders to give more personalized support and ultimately help with their development.

Our onboarding process has become more in-depth to ensure expectations are clear from the beginning, which helps trainees understand what is expected of them and how they can succeed within Mainfreight (and the program).

Additionally, we are re-evaluating our approach to trainee events. We have always given the reigns to trainees to manage their own participation, we won’t throw the baby out with the bathwater – instead we’ll do a combination of signing them up and encouraging them to continue to do so themselves. It’s a simple thing but makes an impact.

It also highlighted things that we do well with the trainees including our training and development, their ability to build their network, a strong understanding of our business and the supply chain, close relationships with customers, and their freedom to take decisions.

While we had some things well-organized, we’re thankful for the direct feedback on what improvements would make our traineeship program even better.

What advice can you give future entries to the competition about Balanced Projects in traineeship programs?

For future entries to the competition about Balanced Projects in traineeship programs, my advice is to embrace and celebrate your uniqueness. We felt a bit like the black sheep, our strong company culture and the trust we place in our trainees to work with customers set us apart from the other businesses. It’s a missed opportunity. Trust your trainees more with decision-making and customer interactions. If you don’t let them hear what the customer has to say, they cannot deliver what they truly need; frankly – the customer is the boss!

This approach must be authentic, not something theoretical in a strategy document. If you don’t believe in its value, it won’t work. Allow people to make mistakes, and space to fix them. You’ll be thankful for the confidence, experience, and satisfaction it builds in your people, it will satisfy your customers and ultimately your bottom line.

Best Traineeship wants to thank Courtney Bould and Massai Amanupunnjo for offering us a glimpse into Mainfreight’s winning traineeship program. Their emphasis on Mainfreight’s Three Pillars—Culture, Family, and Philosophy—illustrates how these principles drive their approach to nurturing talent, performance, and fostering a supportive learning environment. Their insights underscore the importance of trust, autonomy, and continuous improvement in shaping a successful traineeship program that prioritizes both individual growth and business outcomes. Follow Mainfreight on LinkedIn here.

Register for the 2024 Best Traineeship competition here.

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To understand the strategies behind this remarkable achievement, we sat down with Aukje Menger, one of the two Young Talent Managers at Alliander. During our interview, she shared invaluable insights into their award-winning approach, emphasizing the importance of a holistic learning experience and the continuous development of young professionals within their traineeship program.

What does it feel like to have your traineeship recognised as having the best Learning and Development program in 2023?

Being recognized for having the best Learning and Development program in 2023 is a significant achievement for us at Alliander. We place a strong emphasis on fostering both personal and professional growth among our trainees as a fundamental aspect of our program. Starting with a growth mindset lays a solid foundation for their future careers and contributes to a culture of continuous learning.

We’ve observed that providing opportunities for growth and learning enhances the happiness and commitment of our trainees. This recognition validates our commitment to maintaining a supportive learning environment.

Entering the competition for the first time without a specific goal allowed us to approach it with an open mind, eager to learn from others and gain insights into best practices. It has been a valuable experience that underscores our dedication to excellence in traineeship development.

Overall, we’re proud of this accomplishment. It reflects the dedication and enthusiasm of our team and trainees. We look forward to continuing to improve and provide exceptional learning experiences at Alliander.

One of the parts that impressed our judges was the great variety of roles the trainees take on and the opportunity to work in different areas.. Can you tell us a little more about that?

In our traineeship, we prioritize a diverse and strategic approach to our trainees’ development rather than following a predefined track from technical roles to project management. Our trainees begin with an assignment that connects them to key strategic topics across any of our 18 business units. This initial experience provides them with a comprehensive understanding of the organizational landscape, its strengths, and challenges.

Following this first assignment, our trainees have the autonomy to choose their assignments. We encourage them to explore different business units and roles, challenging them to broaden their perspectives and skills. This approach not only exposes them to various facets of Alliander but also helps them discover and develop different aspects of themselves.

While we emphasize a solid understanding of our core business as a grid operator and a leader in the energy transition, our trainees’ journey is about exploration and personal growth rather than a linear progression through technical and project management roles. They receive thorough training in electricity and gas distribution as part of their overall development program, ensuring they have a strong foundation in our core operations.

This approach has proven beneficial in building a network of well-rounded trainees throughout our organization. They engage deeply with the technical aspects of our operations while also gaining valuable insights into strategy, leadership, and innovation. Ultimately, our trainees are empowered to choose roles that align with their skills and interests, contributing to a dynamic and diverse workforce at Alliander.

Alliander places an emphasis on networking and collaboration for trainees – how does this benefit all areas of the traineeship program and other team members?

Networking and collaboration are core to our traineeships, benefiting both trainees and the organization significantly. Placed across diverse departments, trainees support each other, share knowledge, and build extensive networks. This approach enhances their professional development, equipping them with broad skills and perspectives that help team dynamics. By engaging in various business units, trainees gain specialized insights and connections that prepare them for impactful roles within Alliander and beyond. This collaborative environment fosters continuous learning and innovation, and is valued by both trainees and managers alike for its lasting benefits.

What have you learned from your participation in the Best Traineeship Competition that has helped you shape your traineeship for the future?

Participating in the Best Traineeship competition taught us valuable lessons. We gained a clearer view of what our trainees appreciate most: a program that’s tailored to their needs, emphasizes personal growth, and provides ample networking opportunities. These insights not only validated our approach but also helped us better articulate the program’s strengths to colleagues and potential future trainees.

Engaging with other traineeships and studying the benchmark report provided further insights. For instance, while we already had strong mentorship in place, hearing that it’s highly valued by our trainees prompted us to explore ways to enhance it even more effectively.

A standout moment was when our trainees developed their pitches, passionately highlighting the three most important aspects of our traineeship. Hearing their enthusiasm reinforced our commitment to continuously improve and innovate, ensuring our trainees have a rewarding experience that prepares them for their careers ahead.

How are you taking away this year’s feedback and benchmark report and using the insights to build the traineeship program? What are the benefits of receiving the benchmark report?

The benchmark report gives us detailed insights into how our traineeship program is perceived by the trainees and how it stacks up against our competitors. This information is incredibly valuable for several reasons.

Firstly, the report pinpoints which aspects of the traineeship are most appreciated by our trainees. For example, it highlights that mentorship is a key factor for them. Knowing this, we can focus on enhancing this part of our program.

Even if mentorship is already established, the report suggests ways to make it even more effective, like implementing stronger follow-up mechanisms to better understand how our trainees are experiencing their mentorship.

Additionally, the report helps us sift through all the information to identify a few key areas worth investing in. Another big benefit of the benchmark report is that it allows us see emerging trends. By receiving these reports, we can measure our progress and make strategic long-term improvements.

Lastly, the report includes research on leadership skills, offering us fresh ideas for development. We can discuss these findings with our trainee development team to see how we might integrate them into our program. The benchmark report helps us understand our trainees’ needs and preferences more clearly, so we can improve specific elements of our program, make informed investment decisions, and incorporate new research insights into our development efforts.

What advice can you give future entries to the competition about what is crucial to incorporate into Learning and Development in their traineeship?

We’d love to offer some advice to future entries in the competition. Think of this competition as a fantastic learning opportunity. It gives you a clear view of your program’s strengths and is a great chance to learn not only about how other companies develop their young talent but also to delve deeply into your own program with your trainees.

When it comes to what to include in the learning and development portfolio of a traineeship, we strongly believe in viewing the entire program as a learning experience. This means everything—from selecting assignments to reflecting on your personal and professional growth—is a potential learning moment. Emphasizing personal and professional reflection helps trainees start their professional lives with a solid foundation and ensures our organization develops thoughtful and reflective leaders and experts.

Another crucial piece of advice is to prepare and learn together with your trainees. Listen to their voices, see things from their perspective, and use their feedback to refine your program. Different organizations will find various aspects of traineeships important, so it’s vital to learn to reflect on the feedback you receive and incorporate it flexibly into your traineeship program.

Encourage personal leadership development beyond just the formal training program. This includes thinking about future assignments, using feedback from reviews, and diving deep into self-reflection. Remember, learning isn’t confined to the training room—it’s embedded in everyday work experiences.

By adopting this holistic approach to learning and development, you can create a traineeship program that not only meets the needs of your trainees but also fosters their growth into capable, reflective professionals.

This year Alliander was recognized for their outstanding learning and development practices. It’s important to see the entire traineeship program as a journey of learning, stressing the importance of integrating reflection and personal leadership development into daily work, not just during formal training.

The insights highlight the value of preparing and learning alongside trainees, listening to their feedback, and staying flexible in refining the program. This approach not only enhances organizational insights but also nurtures capable, self-aware professionals, ensuring that programs are effective and resilient. Thanks again, Aukje Menger, for sharing your valuable insights and time with us. You can follow Alliander on LinkedIn here.

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In 2023, this coveted prize was won by Jeske van Boxtel of the Enexis Groep. Jeske’s recognition as the Young Talent Manager of the Year for Best Traineeship is well-earned due to her personalized approach, blending professional excellence with genuine connections. Going beyond typical managerial responsibilities, she actively participates in projects and fosters individual growth while ensuring trainees are matched with suitable opportunities. Jeske’s commitment to ongoing improvement and strategic leadership has elevated the traineeship program, earning her admiration and making her a deserving recipient of the award.

We sat down with Jeske to talk about what the win means for her, and take a look at what motivates her as a Young Talent Manager.

How does it feel to take out the award for Young Talent Manager?

It feels great! It’s an honour to have that title for this year.

Enexis has had a strong presence in the Best Traineeship program over the past few years – What brings you back to the competition every year?  

I was joking with some colleagues earlier about what would happen if we didn’t make it to the finals. We wondered what we might have overlooked and what’s been happening in the world that we’ve missed. With our robust program and solid fundamentals, it would seem like the world would have to be turning upside down for us not to make it! While we don’t expect to win every year, we’re confident in our strong traineeship and our ability to consistently place in the top 10%, aligning with Enexis’s strategy and meeting the trainees’ needs. Missing the finals would definitely be painful.

What do you think makes a good Young Talent manager?

Good question. I believe having a passion for the development of young people is crucial. I’m dedicated to witnessing their growth, firmly believing that every individual we enroll in an Enexis traineeship has the potential to thrive and become their best self.

My approach involves assessing each person’s needs to facilitate their rapid development and providing them with the necessary tools to build talent and confidence. By focusing on the trainees themselves and tailoring the program accordingly, including the type of training required, I leverage my extensive network within Enexis to guide them towards self-discovery and strategically oversee their development. The feedback and reasons for my nomination were deeply touching, as they affirmed that I’m able to instill such sentiments in others.

Our judges have noticed that your trainees are seen within the company as authentic, self aware, and actively making a difference – how do you facilitate this?

Making them self-aware and confident sometimes involves experiencing growing pains, which can be quite challenging. Within the two-year program, I aim to help trainees confront the aspects of their past, values, and upbringing, some of which may be beneficial while others may not. This process, though approached with care, sometimes requires addressing uncomfortable truths to facilitate growth.

While my intention isn’t to make anyone cry, I want them to recognize areas where they need to evolve. By embracing and acknowledging these challenges, individuals can become more confident, self-aware, and capable of growth. This aspect of our program nurtures future employees who understand how to leverage their backgrounds and personalities effectively.

Having a buddy system ensures ongoing support throughout their development, fostering an environment where authenticity is valued, vulnerabilities are embraced, and learning and growth are prioritized over competitiveness.

What drives your passion for ensuring these trainees achieve their end goals within Enexis?

I believe having strong, self-aware young professionals benefits Enexis, as they contribute to achieving organizational goals. Drawing from my own experience as a former trainee, I leverage insights to not only assist Enexis but also to set personal targets and enhance the development of future trainees. Encouraging collaboration among individuals with diverse backgrounds and personalities to form cohesive teams is a key aspect, although it requires persistent effort and understanding to navigate initially. This emphasis on teamwork is integral to the traineeship experience. Additionally, providing challenging assignments with appropriate guidance fosters trainee growth in achieving results and personal development.

It doesn’t always work out from the start, this is hard work!

Do you have any wisdom to share with other Young Talent Managers entering the competition, and what are the benefits of the competition for other young talent managers?

Always be curious about what drives the trainees in what they do and what they think. 

It’s valuable to gain insights from both current trainees and alumni regarding their perceptions of the traineeship and its benchmarks. By not solely focusing inward, but also observing external practices, we can adapt and improve our traineeships. Providing a platform for trainees to express their views is essential. Expressing gratitude to every department for their contribution, even in defeat, reinforces the collective effort involved in the program. Winning the Young Talent Manager award is gratifying, yet it’s crucial to acknowledge that the entire company supports the trainees, highlighting the importance of recognizing colleagues’ dedication to the program.

You are regarded as the cornerstone of the Traineeship Program, playing a vital role in its success. How do you ensure that your expertise and dedication are integrated into the fabric of the program, fostering ongoing improvement and ensuring long-term quality?

It’s my responsibility to establish strong connections with every department, articulating the value the traineeship brings to young professionals, each department, and Enexis as a whole. If I were to depart tomorrow, my impact lies in fostering a strong bond between trainees and the organization’s top 100 leaders. I’ve implemented changes to the program, integrating its two streams to reinforce mutual support. Every day, I passionately advocate for the development of young people, hoping to inspire others with my enthusiasm and perspective. I consistently share my insights on youth development, aiming to influence others to see things from my perspective.

It’s my responsibility to establish strong connections with every department, articulating the value the traineeship brings to young professionals, each department, and Enexis as a whole. If I were to depart tomorrow, my impact lies in fostering a strong bond between trainees and the organization’s top 100 leaders. I’ve implemented changes to the program, integrating its two streams to reinforce mutual support. Every day, I passionately advocate for the development of young people, hoping to inspire others with my enthusiasm and perspective. I consistently share my insights on youth development, aiming to influence others to see things from my perspective.

Congratulations again to Jeske, and the Enexis Groep for their well deserved win. 

To see all this year’s winners, visit our winners page here. Want to showcase your traineeship against the best? Register for next year’s competition here.

The Best Traineeship Peer Circle event will be held again this year. If you’re interested in learning from other Young Talent managers, and sharing your expertise, email info@besttraineeship.com

The post Meet the Winners: Young Talent Manager – Jeske van Boxtel appeared first on Best Traineeship.

The judges for the Best Traineeship Competition bring a wealth of experience and insight to their roles. Having worked with diverse traineeships, their expertise extends beyond mere knowledge, encompassing a profound understanding of the intricacies of various training programs.  

Their ability to provide constructive feedback that inspires change and is matched by their awareness of the diverse landscape of traineeships and what makes a traineeship the “best in class”. These judges ensure that their evaluations are informative and inspire participants. They possess a unique skill in asking pertinent questions that not only help improve current traineeships but also prompt teams to contemplate the future trajectory of their programs.  

Their practical communication skills and talent for offering constructive criticism while providing support make them instrumental in elevating the quality of traineeships.  

Meet the Judges 

This year’s panel of experts represents different facets of the traineeship experience, from entrepreneur to corporate and from group to individual development.  

Kieran Canisius

Kieran is an entrepreneur with a robust business development, operations, and pharmaceutical industry training history. As a jury member for Best Traineeship since 2015, Kieran is deeply engaged in education and growth and has a keen eye in ensuring that a traineeship offers all stakeholders sufficient return on investment. She is a seasoned professional with extensive knowledge of various traineeships, offering valuable feedback and insights. Known for being outspoken and articulate, Kieran can elevate traineeships by asking pertinent questions, inspiring with their words, and providing expertise from firsthand experience. Her energetic and determined approach underscores a career marked by a solid connection to education, fostering professional development and the value that the program brings. 

Tom Vuorinen

Specializing in organizational development, Tom focuses on shaping future traineeships. His expertise in executive leadership aligns seamlessly with the dynamics of traineeships, emphasizing the importance of connecting people and building authentic personal brands for visibility. His substantial experience in a corporate environment and now as an entrepreneur provides extensive understanding of the environment in which the Trainees and Traineeship should excel.  As a sociologist and facilitator with over two decades of experience, Tom excels in designing and implementing large group interventions, valuing collaborative models that intertwine human behavior transformation with content change. As a well-rounded addition to the Jury, Tom represents the corporate perspective and contributes to a diverse panel encompassing various career backgrounds.  

Rani Zuijdervliet

A psychologist and seasoned practitioner in vitality and performance, shares her journey seeking personal and professional balance. Over almost two decades, she’s evolved as a coach and trainer, now striving to guide others in becoming their best selves. Rani emphasizes authentic growth, rejecting the notion of becoming a different person. Her coaching principles include result-oriented focus, honest analysis, injecting fun into learning, a no-nonsense approach, and a passion for genuine connections. Rani’s commitment lies in helping individuals build a foundation for long-term inspiration, effortless flow, and, ultimately, being their best version. 

Yvonne Oostvogels

ProRail Overall winner 2022, Guest Jury Member 2023

 14 years ago, Yvonne started her career as a trainee and after several managerial positions, mainly in operational environments, she has been Trainee Manager at ProRail for the past year. Her responsibilities include the entire set-up and training program of the traineeship, recruiting and selecting the trainees, and during the two-year program she is also the direct manager of all trainees. She continues to be very proud that last year they were chosen as the Best Traineeship 2022 and now has the opportunity to share her expertise on the judging panel during the final of Best Traineeship 2023. 

The combined expertise of Tom, Kieran, Yvonne, and Rani in the realm of traineeships is a formidable asset. Their extensive experience and effective communication skills make them adept at providing constructive criticism, support, and inspiration. While Kieran brings entrepreneurial insights, Tom contributes from a corporate perspective, Rani specializes in individual growth and Yvonne brings a keen eye of the high bar set for the current title holder of overall Best Traineeship. Their collective experience extends to various companies and brings a diverse mix of backgrounds, ensuring a well-rounded approach that understands the intricacies of the workplace, creating a unique and balanced dynamic for shaping the future of traineeships.

Best Traineeship drives traineeship excellence to build brighter futures together. Are you curious about how the Best Traineeship Competition is shaping for this year? Follow our LinkedIn or Instagram accounts for the latest updates.  

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Inside the Peer Circle 

Picture a day commencing with warm introductions, which set the stage for an interesting presentation from our 2022 winner, ProRail. Yvonne Oostvogels shared insights from their traineeship and how it is structured, and shared their triumphs, lessons, and their takeaways from last year’s competition. This was followed by an introduction to the Best Traineeship competition, with more information provided on the stages of the competition.  

Prior to the event, we surveyed the participants to draw on their collective knowledge and give their input and ideas on what topics they felt would be valuable to them. With this input we created the day’s program around the data and trends relating to the evolution of traineeships., and how this played with our data over the past 7 years.  There is a defined shift from the importance of Personal Branding to the rise of Learning and Development as a trainee priority noted in our data. Amidst these shifts, the perennial theme of talent retention echoed, sparking interesting dialogues among the Young Talent managers. 

Sharing Experiences 

The morning transitioned into an exchange of experiences, in breakout group format among traineeship program managers, a melting pot of insights, and ‘AH-HA!’ moments. Here, perspectives revolved around what should a strong onboarding strategy look like and concluding that that the diversity in these approaches directly relate to the short- and long-term goals of the traineeship.  

Trainees whose primary purpose is inciting change e.g. managing an aging workforce or transition to digital and automation could benefit from a ‘trainee only” onboarding as they will benefit from tight knit relationships to steering them through the challenging waters of change management.    

Other trainees benefit from participation in the “company wide” onboarding approach, as their projects are situated in existing positions, therefore requiring a higher level of comfort with embedding themselves into the current office climate. One of the conclusions reached in the  breakout sessions is that Trainee onboardings are not cast from a singular mold but pivot on the trainee’s destination within the organizational tapestry. 

Our discussions looked into the future of learning and development within organizations, spotlighting the seamless integration of these paradigms within trainee programs and ensuring the future for tomorrow’s leaders.  

Featured Research 2023 

Part of our day was dedicated to selecting the theme of the 2023 Best Traineeship featured research. The selection of featured research topics that was discussed were what trainees value most in their programs, the development of learning and development offerings, the impact of diversity, and the pivotal equilibrium between work and traineeship spheres, and shape the future of leadership.  

There was a tie between two topics, so we took the voting home and looked carefully over the day, and the discussions, and decided that shape the future of leadership was the ideal choice.

The Featured Research 2023 is all about predicting the essential skills that will be crucial for future leaders. The trainee input will play a pivotal role in shaping training programs that will guide the leaders of tomorrow. 

The reason we made this decision is that we wanted to drive transparency and insight across many companies about how their trainees see the requirements for future leadership and adding their collective voice to the conversations that matter regarding the development of traineeships as an ultimate driver of future success as a company and individual.  

Stay tuned as we further describe and discuss 2023 Featured Research topic in an upcoming article! 

The Ongoing Journey 

This year’s Peer Circle was a triumph, with exciting idea exchanges and the opportunity to connect with other trainee managers. We’re also learning from your feedback – we also learned what we could do differently next time. Resounding feedback from the attendees that the even needs to be at least 1-2 hours longer, a bit more time in the same environment would give much more value.  

The Peer Circle was about gathering the wealth of knowledge, and the collective intelligence of Young Talent managers to ensure the building of high-quality traineeships. We wanted to dive deeper into their expertise, and share our insight as well.  

The data that we gather from the competition is essential knowledge to any trainee manager, and we want to share this to create high-quality traineeships that pave the way for tomorrow’s leaders.  

Sign up for our newsletter to stay up to date with our competition and insights. Over the coming weeks, we’ll reveal our featured research and update you on the latest planned events. Of course, you can always arrange to have us come and speak to your company, organize your own Peer Circle event with us, and get access to valuable insights from the Best Traineeship competition.  

In this shared world of quality traineeships, a wealth of wisdom is waiting to be explored. Your partnership in this journey toward nurturing exceptional traineeships is pivotal. Let’s craft the future of traineeships together! 

Although entries have closed for the 2023 competition, our trainee survey allows trainees to voice their thoughts on vital aspects of their traineeships. Click here to go to the survey, share your thoughts on your traineeship, and help shape the future of traineeships within the competition. 

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Types of Traineeships

Traineeships come in various forms, with two primary categories being managerial/corporate traineeships and functional traineeships. Each serves a distinct purpose and offers a different perspective on talent development within an organization.

Managerial/Corporate Traineeships: These programs are designed to develop future leaders and executives within the company or government. They provide a holistic view of the organization’s operations and typically involve participation in multiple projects on various levels. Managerial traineeships aim to develop individuals who can steer the company’s strategic direction. These traineeships tend to focus more on trainee long-term added value.

Functional Traineeships: On the other hand, functional traineeships focus on honing specific operational or practical skills. They often involve participants working on a series of balanced projects at different levels within the organization, with the goal of becoming experts in their chosen field. These traineeships often drive short-term gains in specialized areas.

It’s important to note that while the methods and objectives of these two types of traineeships may differ, a set of common standards to measure quality, value, and positioning can be applied to both. At Best Traineeship, we believe that regardless of the type, there are fundamentals that every traineeship should uphold.

The Best Traineeship Matrix

Best Traineeship works with all types of traineeships through a comprehensive matrix approach. We often receive questions like, “What is a traineeship, and what is the definition of a traineeship?” We abide by ten traineeship standards to answer this, of which five represent our best practices. These standards help organizations ensure that their traineeship programs are effective, regardless of whether they are managerial or functional.

You might wonder why we compare such different traineeships and believe these standards apply to all. The answer lies in the fact that these standards address crucial elements of a traineeship, regardless of its nature. These elements, such as mentorship, learning opportunities, and valuable networks, are vital for any trainee’s development. Therefore, we measure them to define what a traineeship is and why we feel comfortable applying these standards universally.

You might wonder why we compare such different traineeships and believe these standards apply to all. The answer lies in the fact that these standards address crucial elements of a traineeship, regardless of its nature. These elements, such as mentorship, learning opportunities, and valuable networks, are vital for any trainee’s development. Therefore, we measure them to define what a traineeship is and why we feel comfortable applying these standards universally.

The Current Landscape

There is a change in today’s job market, with many openings for qualified candidates. This has led to a shift in priorities for both job seekers and organizations, with companies creating traineeships to pull in younger talent to roles. Learning and development have become significant drivers for individuals to join and stay with companies, and this has now become a priority when considering a traineeship. Consequently, many organizations are initiating or expanding their traineeship programs to attract and retain the best talent.

From our benchmark report: 38% of trainees chose their traineeship program specifically for the learning and develoment opportunities.

As more and more traineeships are being developed, it’s an opportune moment to highlight what makes a suitable traineeship. Best Traineeship’s role is to provide guidance and share insights based on our extensive data and experience. Our standards are applicable to all traineeships, and we offer support and advice to any company or organization. We aim to assist organizations in building solid, effective traineeship programs and serve as advisors on how these programs should be constructed.

Short-Term vs. Long-Term Gain

One of the standard questions in the traineeship realm revolves around the return on investment (ROI). Should organizations prioritize short-term gains, as functional traineeships often do, or focus on long-term gains, which is more typical of managerial traineeships?

The answer lies in understanding the goals of your traineeship program. If your organization seeks rapid skill development and immediate contributions, a functional traineeship with a short-term ROI might be the right choice. However, if the objective is to develop future leaders and align them with the company’s long-term strategic direction, a managerial traineeship focusing on long-term gain is preferable.

Defining Your Traineeship

When establishing or remodeling/continuously improving a traineeship program, there are critical questions to consider. How long should it be? How many rotations should it include? Should it be outsourced? Importantly, there is no one-size-fits-all answer to these questions. Your traineeship’s framework should align with your organization’s specific goals and needs.

Start by asking yourself the fundamental question: “What is the goal of our traineeship?” Your program’s content, structure, and achievements should stem from this overarching goal. Are you aiming to address a skills gap in your organization, attract fresh talent, or embark on a new strategic direction? The purpose of your traineeship defines its framework and setup. Different stakeholders have different goals in mind – this is why you need to establish this early on, and get to the core goal. 

Similarly, a well-structured traineeship can be a strategic solution if you face challenges like a lack of applicants or undergoing significant organizational changes. These programs address immediate talent needs and contribute to long-term organizational success.

In conclusion, a traineeship is more than just an onboarding program or just an internship; it’s a strategic tool for talent development and organizational growth. By understanding the different types of traineeships, applying our common standards, and aligning them with your organization’s goals, you can create a traineeship program that attracts top talent and ensures their long-term success within your company. In today’s competitive job market, being the best and showcasing the best through a well-crafted traineeship can set your organization apart and lead to a brighter future.

Ready to showcase your traineeship? The 2023 Best Traineeship competition closes October 31st, 2023. Register here.

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With 24 trainees currently in the program, Enexis traineeships are built on an in-depth organizational strategy, focusing on networking, building bridges, and broadening perspectives and leadership. 

We sat down with Jeske to discuss her role, traineeships, what the Best Traineeship Awards mean for her work, and the Enexis Groep.

Congratulations on taking out the Best Practice award for Learning and Development – a second time! How does it feel to have your company showcased in the competition?

We are proud to have won the award for Learning and Development again, mainly because it was shown to be the most essential aspect of a traineeship by trainees. Enexis believes in and focuses on development, and it’s great that this is so experienced by the trainees and recognized by the jury.

Winning this award felt like the right thing – it shows that we have a brilliant program. We’re confident that when trainees start with us, we allow them to grow to their best and foster personal growth. Our program is strong, and the base remains the same, but we adapt it every year to align with the strategy, and what trainees face now is different from the past – we look at the challenges they face and make it better and aligned with the trainees’ needs every year.

Our judges found that the ways you weave experience and interplay were innovative, creating engaging and safe traineeships. Can you tell us why this is a fantastic part of your traineeship?

Our traineeship stands out because a trainee has a lot of inspiration and resources, a supervisor, a buddy (senior year trainee), the manager of the trainee program, and all the trainers. Together, these people form a safety net so the trainee can optimally focus on development, experimentation, and learning regarding content in the projects and personal development.

We find it essential that trainees develop a broad view of what is happening in the world we work in, an overall view of what is happening within the organization, and a comprehensive idea of what moves people. The program’s content and supervision challenge the trainee to develop a broad perspective.

We make the trainee center of the program and their growth path. We have challenging projects,  but the results are from the trainees’ development. Some change programs during the duration because they can be challenged differently in other departments or be supported by a mentor during the project – and we change these sometimes as well in situations where someone can help them differently. We look at the trainees and what they need to grow in the best way; I think that’s unique. The results come from putting the development of the trainee first.

What are the most crucial benefits of the awards for anyone participating in the survey and competition?

There are many traineeships or programs called traineeships, and young people don’t know what is a good program or what they can expect. Everyone says they have the best traineeship, but awards mean we have the recognition that we have one of the best.

The award allows you to show potential trainees that we have a solid program. It is also a great way to examine your traineeship critically. You will receive feedback in the report and during the competition, which will help you.

Secondly, while we already know we have an excellent traineeship, this is the icing on the cake. 

You get feedback on the program, which we take back to the trainees, look back on each year, and work on the program. Still, anonymous feedback helps us stay critical of our program – when it’s a competition, we all want to win, and in turn, we look at the other competitors and see what sets them apart and use this to grow as well.

What do you perceive as benefits for Enexis to be recognized by the Best Traineeship competition?

Potential trainees indicate that they value the award when applying because it reassures them that we have an excellent traineeship.

With recognition, trainees feel comfortable sharing their feedback. In the war for talent, it helps us attract the best trainees. Also, comparing ourselves to other traineeships- we have an outstanding traineeship, but we can learn from others and be open to different views.

What key learning points have you taken away from the Benchmark Survey and the Jury Feedback? Can you share how you’ll be integrating these into your traineeship?

Trainees are comfortable giving feedback – so from the survey, we saw our trainees wanted three projects during their traineeship, so this became a personal goal for me.

We also saw in the survey that we scored low in international experience. This is quite obvious because we are a very Dutch company, but we were able to give them an international experience. For example, this year’s trainees went abroad for a group assignment.

We saw that ProRail won and admired its diversity and inclusion culture. We strongly focus on diversity and inclusion at Enexis, though we still have some steps to take. It inspired me to be a trailblazer in Enexis and put a strong focus on diversity in the hiring of new trainees. Clearly, other companies were further ahead, so it became my target to implement change.

We have a good program; we don’t have to change the world to have an excellent traineeship.

What words do you have for future applications to the annual competition?

Show your vulnerability by participating. You can only grow and improve from it.

Be competitive, but take all the feedback on board. Take the opportunity to talk to other trainee managers. It is an excellent way to show applicants you have a good program,  that you can be critical of it and compare it to other programs, and that you are willing to change.

Honestly, why shouldn’t we compete?

It’s hard when you don’t have a good traineeship program or when you are afraid to damage reputation by losing. But in  the comparison to other companies according to best traineeship standards, so you can use that feedback to grow. Learn what you are good at but where you have to improve.

We must be a good example to Trainees – put yourself in a vulnerable position and learn.

Congratulations again to Enexis Groep for their win this year in the Learning and Development category and to Jeske for her time. Will we see you in the following awards? Register here.

Follow the Enexis Groep on LinkedIn.

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