As business realities shift faster than ever—from digital transformation to volatile market cycles—organisations are being pushed to rethink one of their most fundamental questions: Where should their next wave of talent come from? Should companies continue investing in campus hiring to build long-term capability, or lean more heavily on experienced professionals who can deliver immediate outcomes?
The answer is no longer straightforward. With evolving business models, rising skill premiums, and the growing importance of adaptability and innovation, HR leaders are re-evaluating how to balance today’s demands with tomorrow’s possibilities.
Udbhav Ganjoo, head – HR, Global Operations, Viatris
This isn’t a binary choice—it’s a question of balance, timing and organisational maturity. Talent strategy can never be one-size-fits-all; it’s always shaped by where the company is in its journey. A startup chasing aggressive growth, a business in expansion mode and an organisation consolidating operations will each have vastly different talent imperatives. That’s why I see both campus hires and experienced professionals as equally essential.
Campus hiring remains a powerful lever for building sustainable talent pipelines. When organisations invest meaningfully in structured onboarding, capability development and rotational exposure, fresh graduates can transform into high-impact contributors faster than most assume. They bring energy, curiosity and a long runway for growth—all of which strengthen future leadership benches.
But I’m equally clear-eyed about immediate business realities. There are moments when companies need people who can hit the ground running—who’ve lived the function, understand industry nuances and can deliver from day one. Experienced hires bring depth: maturity, judgement and contextual intelligence that are critical when commitments are tight and timelines are non-negotiable.
The most effective talent strategy blends both, linking short-term execution with long-term capability building. Campus hiring should be deployed where learning curves are manageable and demand patterns are predictable, while experienced hiring should anchor capabilities that are specialised, mission-critical or time-sensitive. The real question is never “campus or experienced?” but “how do we optimise both to serve today’s needs while preparing for tomorrow’s challenges?”
Takeaway: The smartest talent strategy isn’t choosing between campus and experienced hiring—it’s optimising both to balance immediate execution with long-term capability building.
Rajesh Rai, SVP – People, APAC, GlobalLogic – Hitachi
Campus hiring must remain a priority because it offers organisations a strategic edge that goes far beyond cost advantage. The future of work is being shaped by cognitive abilities—adaptability, agility, problem-solving, innovation—not just technical expertise. Early-career talent naturally embodies these qualities. They arrive with openness to learn, readiness to experiment and a mindset that questions the status quo.
The value of campus talent lies in their ability to infuse organisations with new energy and fresh thinking. They help companies stay ahead of the curve, especially in industries where innovation cycles are accelerating. By investing early, organisations can shape these young professionals through cultural alignment, continuous learning and long-term career pathways.
I see campus hiring not as a transactional recruitment activity but as a strategic investment—one that builds future-ready capabilities and strengthens organisational resilience. While experienced hiring is vital for specialist roles and immediate execution, the backbone of a sustainable talent engine is still built through early-career pipelines. Campus hiring isn’t merely about filling today’s gaps—it’s about architecting tomorrow’s workforce.
Takeaway: Campus hiring is a strategic investment in future-ready capabilities, not just a cost-efficient recruitment tactic—it architects tomorrow’s workforce.
Mrigank Agarwal, business unit HR leader – Staples, Reliance Consumer Products
Campus hiring is a high-value, long-term investment that delivers multiple organisational advantages when designed thoughtfully. It creates a predictable, motivated and cost-effective talent pipeline—one that brings fresh academic knowledge, digital fluency and the adaptability required in rapidly changing business environments.
The impact extends well beyond operational efficiency. Hiring early-career talent significantly reduces cost per hire compared to lateral recruitment, ensures stronger cultural alignment as young professionals are more receptive to organisational values, and accelerates succession planning by shaping future leaders from within. Campus hiring also serves as a source of innovation and fresh energy while strengthening employer brand through visibility across institutions.
But I’m also clear-eyed about the pitfalls. Without strong retention and growth pathways, early hires may churn—erasing recruitment and training investments. To mitigate this, I advocate for clearly defined three- and five-year career maps, structured cohort-based mentoring, and measurable learning journeys tied to internal mobility.
Additionally, campus hiring can unintentionally become homogenous if companies draw talent from a narrow set of institutions. To avoid this, I recommend diversifying campus portfolios, adopting skills-first assessments and using blind screening to ensure diversity of thought and background. Even organisations committed to diversity often fail when the process itself is narrow—so data-driven design is essential.
A diversified, outcomes-focused campus hiring strategy isn’t merely a talent initiative—it’s a long-term competitive advantage that strengthens the organisation’s ability to innovate, scale and lead.
Takeaway: Well-designed campus hiring is a competitive advantage—but only when supported by clear career pathways, retention strategies and deliberate efforts to ensure diversity.