Are we expecting young people to arrive in their first job already knowing how to be a good employee, or is developing a work ethic part of our responsibility as employers?
It’s a conversation that comes up regularly when businesses talk about recruiting young people. We hear concerns about timekeeping, communication, initiative, accountability and whether new starters understand what is expected of them in the workplace.
But perhaps we need to ask ourselves a different question. If someone is entering the world of work for the first time, how can we expect them to understand the unwritten rules of employment if nobody has ever taken the time to explain them?
What does a good work ethic actually look like?
We often talk about work ethic as though it is a personality trait. Someone either has it or they don’t. We might describe a good employee as reliable, motivated, proactive and willing to go the extra mile.
But what do those qualities look like in practice?
It might be arriving on time and understanding that being ready to start work is different from walking through the door at the start time. It might mean letting a manager know when you’re running late, asking for help when you don’t understand something, taking responsibility for a mistake or recognising that your colleagues rely on you to do your part.
It can also be about attitude. Being willing to learn, accepting constructive feedback, showing an interest in the business and understanding that even the smallest tasks contribute to the bigger picture.
These things can feel obvious to someone who has spent years in employment. For a young person starting their first job, they may be completely new concepts.
The ability to do a job and the understanding of how to work are two different things. We need to make space for both.
Are we expecting too much, too soon?
Research from the CIPD has highlighted a gap between employer expectations and young people’s preparedness for the workplace. Its 2024 research found that just 28% of employers who had recruited someone aged 16–24 in the previous year thought young people were well prepared for work.
That doesn’t mean young people lack potential, ambition or the ability to contribute. It raises an important question about the opportunities they have had to develop workplace skills before being expected to demonstrate them.
For some, a Saturday job, part-time role, volunteering or an apprenticeship will have introduced them to the realities of working life. Others may move from education straight into a full-time role with little experience of workplace expectations.
We wouldn’t expect someone to use unfamiliar software without training, or to understand a new process without explanation. So why do we sometimes assume that professional communication, workplace etiquette, time management and accountability will come naturally?
There is a difference between excusing poor behaviour and recognising that good habits need to be learned. We can maintain high standards while accepting that people may need help understanding how to meet them.
Can you teach someone to have a good work ethic?
I believe you can teach many of the behaviours that make up a good work ethic, although you cannot manufacture someone’s motivation or willingness to engage.
People will arrive with different attitudes, experiences and levels of confidence. Some will naturally take initiative, while others may need encouragement to speak up or ask questions. Some will understand the importance of reliability from previous responsibilities; others will need to experience how their actions affect the people around them.
The key is to make expectations clear, demonstrate what good looks like and give people the opportunity to practise.
That means moving beyond telling someone to be more proactive and explaining what being proactive means in their particular role. It means showing them how to communicate professionally, explaining when they should ask for help and giving feedback when something needs to change.
Most importantly, it means recognising progress. If a new employee takes responsibility for a mistake, handles a difficult conversation well or starts anticipating what needs doing rather than waiting to be asked, those are behaviours worth acknowledging.
Work ethic isn’t built in a single induction session. It develops through everyday experiences, consistent expectations and the example set by the people around us.
Five ways local businesses can help build a good work ethic
1. Start with clear expectations
Don’t assume a new starter knows the basics. Explain what being on time means, how you expect people to communicate, what to do if they’re unable to attend work and how they should raise a problem. A few simple conversations at the beginning can prevent misunderstandings later.
2. Show them, don’t just tell them
The behaviour of managers and colleagues sets the tone. If we expect people to be reliable, respectful and accountable, we need to demonstrate those qualities ourselves. Young employees learn a great deal by observing how others handle pressure, mistakes and everyday responsibilities.
3. Give responsibility gradually
People need the chance to prove themselves. Start with manageable tasks, explain what success looks like and gradually increase responsibility as their confidence grows. Allowing someone to own a piece of work can teach them more about accountability than repeatedly reminding them to take responsibility.
4. Make feedback part of everyday working life
Don’t wait until a formal review to address an issue. If someone is doing something well, tell them. If something needs to improve, explain why and agree what needs to change. Feedback should help someone understand the impact of their actions, rather than leave them feeling they have failed.
5. Help them see the bigger picture
A young employee may not immediately understand why a seemingly small task matters. Explain how their work affects customers, colleagues and the wider business. When people understand their contribution, they are more likely to take pride in doing their job well.
Why this matters particularly for local businesses
Large organisations may have structured graduate programmes, dedicated learning teams and formal induction processes. Smaller businesses don’t always have those resources, but they have something equally valuable: the opportunity to work closely with people and help them learn through real experience.
A conversation with a manager, time spent alongside an experienced colleague or the chance to take ownership of a small project can make a genuine difference to someone’s confidence and development.
Local employers can also help young people understand what working life looks like before they enter it. School visits, work experience, apprenticeships, part-time opportunities and relationships with local colleges can all help bridge the gap between education and employment.
This isn’t about asking businesses to take responsibility for everything that happens before someone joins them. It is about recognising that the transition into work is a shared responsibility, and that providing opportunities to learn benefits employers as well as young people.
After all, the person joining your business as an inexperienced 18-year-old could become your most reliable employee, a future manager or even the person who eventually helps lead the organisation.
But they need the opportunity to get there.
We all had a first job once
It’s worth remembering that none of us started our working lives knowing everything. We learned through experience, from colleagues and managers, and sometimes by getting things wrong.
That doesn’t mean standards should be lowered or that every employee will be the right fit for every business. Attitude and willingness to learn matter enormously. But we should be careful not to confuse a lack of experience with a lack of potential.
Perhaps the real question isn’t simply whether young people have a good work ethic when they arrive. It’s whether we’re creating workplaces where they can understand what a good work ethic looks like, develop those behaviours and see the value of putting them into practice.
If we want the next generation to become reliable, capable and committed employees, we need to give them more than a job description. We need to give them the opportunity to learn how to succeed at work.
For local businesses, that could be one of the most valuable investments we make in our future workforce.