FRESH graduates in Pakistan face a persistent paradox. Companies claim to hire them to develop raw talent, yet they often disqualify candidates who fit this description. Employers expect graduates to have corporate exposure, leadership experience and industry knowledge, which fresh graduates have not had the chance to acquire. As a result, companies wonder why their Management Trainee Officer (MTO) batches underperform, while graduates feel that the system is impossible to navigate.
This mismatch is closely connected to the education system. Pakistani colleges and universities often focus heavily on theory, leaving students unprepared for practical work. A few structured programs develop decision-making, teamwork or leadership skills and limited access to internships prevents students from gaining real-world experience. Without these skills, graduates are forced to rely on commercial setups that prioritize cost over development and may expose young professionals to harassment or unfair treatment.
Many MTO programs follow a similar profit-over-purpose logic. Much like preschools in Pakistan, which were often established more to generate profit than to genuinely support working mothers, these trainee programs emphasize cost-saving rather than the development of young talent. Companies retain graduates in the program for a year, assign responsibilities and recognize potential only if the individual completes the trial successfully. The responsibility for proving worth falls entirely on the graduate, reflecting systemic priorities that place short-term savings above nurturing talent.
A personal example illustrates this situation. My closest relative, once an MTO at a well-known retail brand, was required to resign after a short-term illness. Despite being one of the top officers in her batch, the company could not accommodate her brief recovery. This short-term thinking, common in the private sector, places immediate savings above loyalty, talent and long-term team building. Graduates, even when capable, are left vulnerable to exploitation and workplace challenges.
The solution begins with education reform. Colleges and universities should equip students with practical, market-relevant skills, including problem-solving, digital literacy, communication, leadership, teamwork and project management. When graduates enter the workforce prepared, they are less dependent on rigid corporate programs and better able to navigate early career challenges with confidence.
At the same time, the private sector should implement robust systems of accountability. Companies should ensure fair treatment, provide support to employees during temporary illness or personal challenges and maintain transparent evaluation criteria. External evaluators, such as independent accountants or auditors, could periodically review MTO programs and training modules, ensuring that these systems are effective and meet established standards. Only satisfactory evaluations should be formally reported, introducing an additional layer of oversight and reducing the risk of exploitation. Environments lacking such oversight may expose young professionals to harassment or unfair treatment, highlighting the importance of responsible management.
By combining education-driven skill development with corporate accountability, Pakistan can move from exploiting fresh talent to nurturing it. Graduates with real-world skills and support from accountable organizations will thrive in entry-level roles, contributing meaningfully without fear of exploitation. Companies will benefit from committed and capable professionals and entry-level programs can become genuine platforms for growth rather than instruments of cost-saving at the expense of human potential.
—The writer is an institutional development and governance expert.
