Apprenticeships are a workforce development strategy that trains an individual in a specific occupation using a combination of on-the-job training and related instruction. The occupations with the largest number of apprentices tend to be in skilled trades and construction. Registered apprenticeships are programs that have met national standards for registration with the U.S. Department of Labor (or an approved State Apprenticeship Agency). Organizations that register have access to a nationwide network of expertise, access to tax credits, and opportunities for funding.
Programs such as apprenticeships, internships, mentorships, returnships, and job rotations are a few ways employers can address talent shortages.
An internship is a form of experiential learning that integrates knowledge and theory learned in the classroom with practical application and skills development in a professional setting. Internships provide students with valuable applied experience and networking opportunities in potential career fields, while allowing employers to mentor and assess talent. Micro-internships are short-term, paid, professional projects for college students and recent graduates that allow them to build their resume without taking on a full-time internship.
Mentorships are programs that formally match one employee (the mentor, typically someone with more career experience) with another employee (the mentee, typically someone with less career experience) to provide support and help them clarify career goals, develop career plans, and strengthen their skill sets.
Returnships are workforce re-entry programs that draw on candidates who want to return to work but have been out of the workforce for a period of time for various reasons (e.g., caregiving responsibilities, injury, or illness). Rather than being forced to settle for jobs that are not aligned with their expertise, returnship programs provide opportunities for workers to re-enter the workforce and refresh their skills through roles that are better aligned with their experience and knowledge. These opportunities may or may not lead to full-time employment.
Job rotation programs are company-sponsored initiatives that provide opportunities for new or existing employees to work in different roles or departments within the organization for a predetermined period of time, often ranging from a few weeks to two years. At the end of the final rotation, most participants transition into permanent full-time roles at the organization.
These programs serve as robust frameworks for building a highly skilled talent pipeline, encouraging retention, and cultivating a workforce prepared to tackle the complexities of a changing market. By equipping employees with new skills and creating pathways for career advancement, these initiatives enhance employee engagement and strengthen organizational agility. Ultimately, proactively implementing such programs can not only ensure the ability to fill critical roles, but can also position organizations for sustained growth and success in an increasingly competitive landscape.
KEY FINDING NO. 1
Apprenticeship Programs
Organizations that offer or partner with registered or customized apprenticeship programs (22%) remain in the minority. However, among that relatively small cohort, 82% indicate that their apprenticeship programs have been somewhat effective or very effective at addressing talent shortages. This suggests that apprenticeships can be a high‐impact talent pipeline, even if most employers have yet to invest in them directly.
Because apprenticeships blend structured, on‐the‐job training with classroom or online instruction, they can neatly bridge the gap between theoretical learning and practical skill development. The reported high effectiveness indicates that, when well‐designed and aligned to organizational needs, apprenticeships can quickly produce job‐ready talent, particularly in positions where specialized, technical, or trade skills are in short supply. Equally important, the relatively low adoption rate signals a significant opportunity for employers: There is untapped potential to leverage apprenticeships as a differentiator in talent acquisition and development.
What This Means for Your Organization
Apprenticeships represent a powerful yet underused strategy for building a reliable talent pipeline. By moving from competing for scarce, fully credentialed candidates to training apprentices in house, organizations can reduce recruitment and onboarding costs, improve retention (as apprentices develop loyalty to the organizations that invest in them), and cultivate specialized skills tailored precisely to their needs. Over time, these programs often yield a positive return on investment and mitigate the unpredictability of the labor market.
In industries facing acute skills shortages, apprenticeships not only fill critical gaps but also send a signal to the market that the organization is committed to continuous L&D. Moreover, because entry requirements are often less restrictive than for traditional roles, apprenticeships can be intentionally structured to recruit from untapped talent pools (e.g., veterans, opportunity youth, people who were previously incarcerated, people with disabilities, older workers), thereby advancing inclusion and diversity while enriching the organization with unique skills and perspectives.
When executed with intentionality and anchored by strategic investments, robust partnerships, and adherence to regulatory standards, apprenticeship programs can deliver sustained ROI, strengthen community ties, and position companies as innovators in workforce development.
For organizations without the resources to create programs in house, HR leaders should seek out partnerships with:
- Industry professional organizations
- Educational institutions
- Workforce development agencies in their local communities that offer apprenticeships
Collaborating in this way can reduce barriers to entry and provide access to established apprenticeship infrastructure and expertise. Additionally, leveraging these partnerships allows for organizations to remain more competitive and reinforces their commitment to creating a pipeline of skilled talent while addressing broader workforce challenges in their community.
KEY FINDING NO. 2
Internship Programs
Internships have become a staple of talent acquisition strategies, with 69% of organizations offering formal programs. This high adoption rate underscores the value employers place on providing students and early-career candidates with structured, experiential learning. When well designed (e.g., clear learning objectives, dedicated mentorship, meaningful work assignments), internships not only build future pipelines but also deliver strong returns: 78% of organizations with internship programs rate them as somewhat effective or very effective at addressing talent shortages.
Alongside traditional internships, micro-internships are a growing but still niche model that is gaining traction. Only 22% of organizations currently offer these short-term, project-based engagements, yet 70% of those employers report that micro-internships are effective in filling skills gaps. Because micro-internships typically span four to six weeks and revolve around clearly defined project deliverables, they quickly source discrete talent for focused tasks and provide students or recent graduates with real-world exposure in an accelerated time frame.
Taken together, these two models form a complementary talent strategy. Traditional internships excel at immersing participants in company culture and workflows, while micro-internships offer just-in-time support for critical projects. Employers that leverage both approaches can develop a robust, flexible talent pipeline, nurturing long-term relationships with potential hires through internships while meeting immediate, tactical needs via micro-internships.
What This Means for Your Organization
Given the high effectiveness rates for both internship (78%) and micro-internship (70%) programs, HR professionals should focus on refining these programs to maximize their impact. For traditional internships, this means aligning projects directly with core business priorities, so interns contribute real value rather than completing “busy work.” Embedding structured mentorship, regular feedback loops, and clear success metrics ensures that interns learn in a supportive environment and helps hiring managers validate candidates’ potential. Meanwhile, strengthening campus partnerships can expand candidate pools and ensure interns arrive prescreened for relevant skills. At the same time, organizations should expand micro-internship offerings to capture emerging talent quickly and cost-effectively. Purpose-built micro-internships can fill short-term needs and act as low-risk trials, revealing high performers who can then be funneled into summer internships or entry-level positions.
Measuring impact and continuously improving both internship models is crucial. Benchmarking against industry peers helps ensure competitiveness in compensation, structure, and engagement strategies. Tracking key metrics (e.g., conversion rates, time-to-productivity, cost-per-hire, and retention at 12 months) and soliciting post-program feedback from interns, micro-interns, and managers can support improvements in program outcomes and further establish a strong talent pipeline.
KEY FINDING NO. 3
Mentorship Programs
Although less than 1 in 3 organizations (32%) currently operate a formal mentorship program, those that do report positive outcomes: 81% describe them as somewhat effective or very effective at addressing skills gaps and talent shortages. Within the cohort of organizations offering mentorship, traditional one-on-one pairings are by far the most common format, underscoring the enduring appeal of hierarchical guidance. Peer mentorship follows, with half of mentoring organizations creating “skill-alike” or cohort models in which employees at similar levels collaborate for mutual support. In contrast, only 14% of organizations have embraced diversity-focused mentoring, 14% run group mentorship cohorts, and a mere 6% have implemented reverse mentoring, where junior staff guide more senior leaders on emerging trends and technologies.
The limited prevalence of diversity-focused (14%) and reverse (6%) mentorship formats highlights a significant untapped opportunity. By broadening beyond traditional models, organizations can not only accelerate cross-functional knowledge sharing but also advance inclusion, surface fresh perspectives, and combat implicit bias. In other words, the gap between the high effectiveness of existing mentorship programs and their low overall adoption points to a strategic lever that many employers have yet to fully exploit.
What This Means for Your Organization
To leverage mentorship as a strategic talent accelerator, organizations should emphasize mentoring in performance and retention conversations. Formal programs have been shown to accelerate skill development, boost job satisfaction, and reduce voluntary turnover, especially among midcareer or high-potential employees. Framing mentorship as a visible benefit during recruitment enhances the employer brand and signals a strong commitment to internal growth. Additionally, by targeting mentoring resources toward critical skill shortages, organizations can upskill existing employees from within rather than relying on costlier external hires.
Embedding mentorship into core processes is essential for sustained impact. Start by defining clear objectives (e.g., specific competencies or behaviors mentors should cultivate), then link those goals to business outcomes (e.g., reduced time to competency for new hires or improved engagement metrics among mentees). Train mentors on adult learning principles, inclusive feedback techniques, and goal setting, and designate a program owner responsible for planning, executing, and monitoring the mentoring program. Finally, establish feedback loops for continuous improvement to optimize the program’s value for mentors, mentees, and the organization alike.
Peer mentorship: Fosters candid collaboration among cohorts learning new tools or processes.
Group mentorship: Creates consistent messaging and shared best practices when rolling out new initiatives or onboarding teams as one or more senior mentors guide a small cohort.
Diversity-focused mentoring: Accelerates advancement for employees from underrepresented groups, while reverse mentoring breaks down generational silos by having junior and/or tech-savvy employees mentor senior leaders on emerging tools and trends.
KEY FINDING NO. 4
Returnship Programs
Only a small fraction of employers (10%) currently offer returnship programs. Yet the high effectiveness reported by the few organizations that have embraced returnships is striking: 85% say their initiatives are somewhat effective or very effective in closing skills gaps and alleviating workforce shortages. This stark contrast between low adoption and strong outcomes suggests that although returnships are not yet mainstream, they deliver substantial value where deployed.
The data also reveals clear patterns in who is served most effectively by returnship programs. Among organizations running these initiatives, 69% have focused on former employees, 51% on older workers re-entering the workforce, 49% on caregivers transitioning back to work, 45% on military personnel moving into civilian roles, and 42% on people transitioning from one career to another. This distribution highlights returnships’ versatility: They can reintegrate workers who already understand company culture (e.g., former employees), have deep industry knowledge (e.g., older workers), support caregivers returning from leave, and help veterans and other career changers quickly convert existing talents into relevant roles.
As many industries continue to wrestle with widening talent shortages, returnships offer a timely solution. Participants often possess deep, industry-relevant experience but have stepped away for reasons such as caregiving or military service. By structuring a clear re-entry pathway, organizations can onboard these individuals more rapidly than by hiring externally — reducing ramp-up time and realizing immediate contributions. In this way, returnships align directly with broader workforce needs, filling critical roles with candidates who already bring contextual knowledge and a proven work history.
What This Means for Your Organization
Returnships represent a powerful opportunity to diversify talent pipelines and address immediate skills gaps. Begin by identifying roles that can benefit from the specialized skills and experiences of target populations, such as former employees, military members transitioning to civilian employment, and career changers. Inviting former employees back into the fold can dramatically shorten time to productivity, since these individuals already know the company’s culture, processes, and systems. At the same time, targeting groups often overlooked by traditional recruiting (e.g., older workers, caregivers) can expand access to experienced talent pools whose transferable skills bolster workforce continuity and lower turnover. Tailored returnship tracks for veterans can also accelerate the alignment of military-honed competencies with corporate roles, meeting social responsibility objectives while enhancing the employer brand among military and civilian communities alike.
Launching a small pilot allows organizations to measure time to competency, retention rates, and performance outcomes before expanding returnships more broadly. Partnerships with community groups, veteran-focused agencies, and caregiver-support nonprofits can ease administrative burdens by supplying vetted candidates and basic reorientation training. Meanwhile, defining clear success metrics (e.g., 12-month retention rates, performance ratings compared to standard hires, cost-per-hire analyses, and alumni net promoter scores) enables continuous refinement and demonstrates ROI.
To ensure long-term success, organizations must thoughtfully design returnship programs with structured onboarding, upskilling pathways, and clear conversion criteria. Employers should communicate transparent conversion pathways from day one, so participants know exactly how to transition into full-time or long-term roles. When executed thoughtfully, returnships can deliver immediate access to proven skill sets, reducing long-term recruiting costs and reinforcing a reputation for innovation and social responsibility.
KEY FINDING NO. 5
Job Rotation Programs
Only about 1 in 10 organizations (11%) currently offer formal job rotation programs, highlighting how uncommon this talent strategy remains. Yet among that small group, an overwhelming 92% report their rotations as somewhat effective or very effective at alleviating talent shortages.
The exceptionally high effectiveness rating indicates that rotating employees through multiple functions cultivates versatile, cross-functional talent. By spending time in different departments, employees gain a holistic understanding of organizational workflows, develop adaptable skill sets, and become better positioned to fill critical roles when needs arise. This breadth of experience reduces ramp-up time compared to external hires and promotes a more agile workforce.
Organizations that have implemented rotations tend to view them as strategic, long-term investments in workforce agility rather than quick fixes. By systematically exposing high-potential employees to various business units over several months, employers build a bench of multi-skilled professionals who can be redeployed rapidly to meet unexpected staffing needs. In this way, job rotations serve as both a bridge over current talent gaps and a mechanism for strengthening internal succession pipelines.
What This Means for Your Organization
Over 9 in 10 organizations that offer a job rotation program (92%) said it was effective at addressing talent shortages in their organization. To capitalize on the benefits of job rotation programs, HR professionals can start by identifying the roles and departments where cross-functional expertise could enhance productivity. Design programs that allow employees to rotate through various roles, gaining diverse skill sets and a broader understanding of operations within your organization. Structured rotations, with clear objectives and support systems, maximize both individual growth and organizational impact.
Embedding job rotations within an internal talent marketplace framework amplifies their impact. By cataloging employees’ current competencies and tracking new skills acquired during rotations, HR can swiftly match talent to open roles, reducing time-to-fill and controlling hiring costs. This data also fuels more effective succession planning: High-potential candidates who complete rotations gain exposure to leadership responsibilities, positioning them as ready successors for critical functions. Pairing each rotation participant with an executive sponsor further aligns individual career aspirations with organizational priorities, ensuring that skills acquired translate into future leadership performance.
Finally, organizations must measure ROI and continuously refine their rotation programs. Tracking key metrics will illuminate where adjustments are needed. Regular feedback from rotating employees, department managers, and HR partners can provide insights on onboarding effectiveness, mentor support, and workload balance. By continuously iterating, organizations can ensure that rotations serve as a highly effective strategy for building a resilient, future-ready workforce.
RECOMMENDATION
Cultivate Talent Through Strategic L&D Initiatives
Enhancing L&D strategies equips organizations to address skills gaps by fostering growth within the workforce, as well as attracting new candidates seeking career growth. By implementing initiatives such as returnships, job rotation programs, and strengthened mentorship efforts, HR can effectively build a robust talent pipeline.
- Partner with educational institutions and professional organizations to assist with starting or improving these L&D programs.
- Review and redesign current internship or mentorship programs to align with business needs.
- Launch or expand job rotation programs with structured support and measurable goals.
Resources
SAMPLE POLICY
Job Rotation Policy
HOW-TO GUIDE
How to Build a Successful Mentorship Program
TOOLKIT
Developing and Implementing Internship Programs
CONCLUSION
As organizations grapple with hiring challenges, the collective evidence from L&D initiatives underscores a clear shift away from purely reactive recruitment toward proactive, development-centric strategies. Although adoption rates remain modest, each program demonstrates high effectiveness in closing critical skills gaps. In practice, these initiatives serve dual purposes: They deliver job-ready talent calibrated to specific organizational needs, and they create sustainable pipelines for future hiring. By blending structured on-the-job training with classroom instruction, internships with mentorship, and cross-functional rotations, employers not only fill immediate vacancies but also cultivate adaptable, multi-skilled workforces poised for longer-term resilience.
For workers, these L&D pathways offer tangible career benefits: Apprentices gain technical proficiencies; interns and micro-interns acquire practical experience and industry connections; returners re-establish their professional footing; mentees access personalized career guidance; and rotation participants build cross-departmental fluency. Collectively, these opportunities enhance employee engagement, foster loyalty, and accelerate skill acquisition, reducing time to market and smoothing transitions into high-impact roles. From a cultural standpoint, embedding such programs signals an organization’s commitment to continuous learning and inclusion, thereby strengthening employer brand and attracting candidates who value growth-oriented workplaces.
At the organizational level, the implications are equally profound. Investing in L&D programs reduces dependence on external labor markets while reinforcing succession pipelines and promoting internal mobility. Employers can partner with educational institutions, community organizations, and workforce support agencies to lower programmatic barriers and tap diverse talent pools. Moreover, by tracking outcomes, HR leaders can refine these initiatives to maximize ROI and align workforce capabilities with evolving business objectives. In an increasingly competitive landscape, organizations that embrace these forward-thinking L&D strategies will not only overcome talent shortages but also position themselves as agile, innovation-driven employers of choice.
Methodology
The survey was fielded to a sample of HR professionals via SHRM’s Voice of Work Research panel from Feb. 3 to Feb. 12, 2025. For the purposes of this study, participants were required to be employed full-time or part-time for an organization and employed in HR. In total, 2,040 HR professionals participated in the survey. Respondents represented organizations of all sizes in a wide variety of industries across the U.S. Data is unweighted.
Reference List
- Apprenticeship, U.S. Department of Labor.
- Realizing the Value of Untapped Talent for People, Business, and Society, SHRM Foundation.