Can we make a difference?

I like to think that every graduate is someone's child. The candidate whose CV is sitting on our desk today is very often the young person another parent is hoping will be given a chance.

Last night I joined a discussion with senior executives from across industries and geographies. The conversation quickly converged on two realities:

Employers are struggling to find talent, while graduates are taking longer than ever to secure their first meaningful role.

As schools and universities celebrate another graduation season, the inevitable question emerged: is AI really to blame?

Is this the question we should be asking ourselves?

AI is transforming the workplace, but it is not the primary reason many graduates struggle to enter it. What AI has done is expose a problem that has been building for years: a widening gap between education and employability.

The debate should not be STEM versus non-STEM. Every discipline can produce highly employable graduates. The real question is whether we are developing young people who can think critically, solve problems, communicate effectively, adapt to change, and use technology to create value. We should start developing as early as in primary school.

When employers reject graduates, it is rarely because AI can do their job better. More often, they struggle to find candidates who can translate knowledge into action, navigate ambiguity, demonstrate initiative, and understand how organizations operate.

A degree remains an important foundation, but it is no longer enough. What increasingly differentiates graduates is everything that happens beyond the classroom. This is why:

Mentoring matters. Many leading universities now connect students with senior executive alumni who can provide guidance, perspective, and professional networks.

Internships matter, giving students exposure to workplace realities long before their first full-time role.

Role models matter too, whether they are parents, family friends, teachers, professors, or professionals who broaden horizons and help young people imagine possibilities they may never have considered.

If we want our children to succeed, we need to equip them with the same capabilities we claim to value when hiring: critical thinking, adaptability, communication, problem-solving, digital literacy, and a commitment to lifelong learning.

I like to think that every graduate is someone's child. The candidate whose CV is sitting on our desk today is very often the young person another parent is hoping will be given a chance.

This is not just about talent shortages. We should ask ourselves whether we are doing enough, as leaders, employers, educators, mentors, and role models, to help the next generation become the talent we say we cannot find.

Let's mentor a student. Let's create internship opportunities. Let's open doors, share experiences, and expand networks.

After all, every graduate is someone's child.

The opportunity we give today may be the opportunity we hope someone gives our own child, niece, or nephew tomorrow.

The pledge: Let's help someone else's child become tomorrow's talent.

Club de Ejecutivas Españolas en el Exterior