Who would have thought such a simple question could be so controversial? Opinions on the “perfect” grad-to-manager ratio vary widely – some Early Careers Managers oversee 10 grads, while others manage hundreds.
Whatever side you fall on, this ratio is central to the success of your program. It impacts graduate engagement, program outcomes, and even your team’s performance.
So, what is the golden ratio?
The truth is, there’s no universal answer – managers’ experience, available resources and the nature of your graduates’ work all play a part.
But, there is a ratio that will enable your program and graduates to thrive. Let’s break it down (and discuss strategies for managing large numbers without feeling overwhelmed).
Defining your Golden Ratio
Factor 1: Program Size
The size of your graduate program influences how many graduates a manager can realistically support.
Large Cohorts (100+ graduates): Larger cohorts often benefit from standardised processes, structured learning pathways, and peer mentoring opportunities. These strengths may allow each manager to support more grads, but ensure you have capacity to maintain personalised support and individual performance monitoring.
Smaller Cohorts (<20 graduates): Smaller groups often foster stronger connections and tailored feedback, however miss out on the advantages that come through economies of scale. With fewer resources and less consistency, smaller ratios may be required to provide grads the personalisation and support they need.
Factor 2: Graduate Manager Experience
Your own experience is one of the most critical factors in determining how many graduates you should oversee.
Start Small: When you’re new to managing grads, smaller cohorts (5–10 graduates) allow you to develop foundational skills, build confidence in balancing support with program oversight, and understand the unique needs of early career talent.
Scale With Experience: As your expertise grows, managing larger groups (20–30 graduates) becomes achievable. You’ll be better equipped to provide strategic direction while maintaining meaningful connections with each graduate.
Factor 3: Task Complexity
Not all roles are created equal. The nature of the tasks your graduates handle should heavily influence your grad-to-manager ratio:
If your graduates are handling complex, nuanced tasks requiring close mentoring or feedback, a smaller ratio ensures your grads receive the attention they need.
On the other hand, if tasks that are more standardised and structured with less direct oversight needed, managing a larger number can be done successfully.
Factor 4: Support Systems and Resources
Organisations with strong support structures can manage larger graduate groups more effectively. Ask yourself:
- Do I have strong support from senior leaders and People & Culture?
- Are there tools in place to streamline tracking and development?
- Are my People Leaders equipped to guide graduates effectively?
If the answer to these is “no,” your ideal ratio might need adjustment — or it might be time to look for external solutions.
What if you’re managing a hundred grads… all by yourself?
In a perfect world, you would grow your graduate cohort alongside your experience and expertise as a manager. But in reality, this isn’t always possible.
If you’re managing dozens, or even hundreds of grads solo it can feel overwhelming – especially given that graduates need more guidance than other employees. If you’re putting in the hours but still not seeing the results you expect, it’s time to make some small but powerful changes.
To maximise the effectiveness of your graduate program while being resource-constrained, start with these simple steps:
Audit Your Program
Review your current activities, program structure and outcomes:
- How is your program performing against your measures of success?
- What is your overall program ROI?
- What does your graduates’ feedback reveal?
These insights will help you identify key areas of uplift that will generate the greatest returns for your graduate program.
Think Outside the Box
Your graduate management team isn’t the only source of support. If you’re stretched, look across your organisation for untapped opportunities. This could include:
- Equipping your People Leaders with dedicated workshops that give them the skills to better support your graduates.
- Introducing a mentoring program to provide graduates with guidance that compliments your People Leaders’ technical support.
Invest In the Right Support
Sometimes, your internal resources just can’t realistically meet the demands of your graduate program. This is where external partners can help bridge the gap.
Where an extra hire could cost $100,000+, an external partner can offer the same support (and best-practice approaches from across the industry) for a fraction of the investment.
To make sure you bring in the right support for your program, find a strategic partner who:
- Works collaboratively with you to understand your goals and structure
- Tailors support and workshops so they align with your program’s values and priorities
- Provides a strategic approach that boosts your short and long-term ROI.
So, what’s the ideal ratio?
After supporting our clients across graduate programs of all shapes and sizes we can confidently say… there’s no magic number.
The best grad-to-manager ratio is the one that enables you to:
- Provide your graduates the support they need.
- Achieve your program’s objectives, and
- Sustain long-term success.
If you’re feeling stretched or unsure of how to keep your early careers program attracting, developing and retaining top talent, we’re here to help!
Find free resources and early careers insights to level up your program on our website, or book a call with our team at a time that suits you here
