Graduate rotations are one of the best ways to shape future talent. For graduates, they’re a chance to explore, contribute, and work out where they belong. For organisations, they’re an investment in capability, culture, and a leadership pipeline that sticks.

The 2025 AAGE Rotations Survey shows that employers are putting serious thought into program design. That’s the good news. The not-so-good news? The same data shows three points where things can wobble: when choice feels like an illusion, when leaders are handed responsibility without support, and when exposure doesn’t create connection.

At Be Challenged, we’ve seen all three play out. Sometimes our role is light touch — bringing in programs that spark energy and connection alongside a broader graduate journey. Other times, we’re rolling up our sleeves with an organisation to co-design and embed the entire experience. However we’re involved, our focus is the same: creating talent, belonging, and culture that lasts.

1. The Illusion of Choice

On paper, rotations promise freedom. 78% of employers let graduates express their preferences, yet 71% don’t guarantee those preferences will be met (AAGE, 2025, p.3).

So, most organisations ask grads where they’d like to go but can’t always deliver. The intent is good, but what graduates experience matters more. If they’re asked but not heard, confidence in the program drops fast.

This doesn’t mean grads should run the show. Business priorities still come first. But there’s a way to strike a balance — structure with a bit of agency, freedom within the guardrails.

We’ve worked with organisations where complex intakes could have created chaos. By building in flexible program design, regular feedback loops, and clear pathways, graduates felt both heard and supported. The business still got what it needed, and grads gained a sense of ownership.

Choice only lands when it feels genuine.

2. The Leadership Gap

Leaders are often the make-or-break factor in a rotation. They’re the ones answering the everyday questions, giving feedback, and shaping what “good work” looks like.

But here’s the kicker: 51% of employers hand graduate performance management to rotation leaders, while only 21% train or support them for the role (AAGE, 2025, p.13). That’s a tough ask. Leaders are already juggling business priorities — adding graduate development without the right tools or confidence creates inconsistency.

And graduates notice. They don’t remember the framework; they remember the leader who had their back. When leaders are equipped to be coaches, not just task managers, the whole program lifts.

Strong leadership creates strong graduate experiences.

3. From Exposure to Connection

Almost half of employers say the main goal of rotations is “meaningful exposure to different roles and departments” (AAGE, 2025, p.7).

Exposure is good — it shows graduates the scale of the business. But exposure without continuity? That can leave grads feeling like tourists. They’re welcomed in, shown around, and then moved on before they’ve had a chance to belong.

We’ve all seen it: grads start eager, but by the third rotation they’re detached. They’re moving constantly but not anchoring anywhere.

The fix is connection. Build in inclusive touchpoints, peer networks, and moments to reflect on the journey. That way, exposure isn’t just about seeing what’s out there — it’s about feeling part of something bigger.

Exposure broadens horizons. Connection makes people stay.

Long Story Short

Choice, leadership support, and connection are the difference between graduates who thrive in your business and graduates who move on early.

At Be Challenged, we can plug in wherever you need us. Sometimes that’s a light touch — energising graduates with programs that drive connection and belonging. Other times, it’s deeper — designing, delivering, and embedding the graduate journey end-to-end.

Either way, we bring the buzz, the continuity, and the culture that make rotations stick — helping you build not just a strong graduate program, but careers that last long after the program ends.