Projects to do

Many internships become errands and photocopying, leaving the intern with little to show and the company with no benefit.

Managers learn feedback skills mostly through mistakes, which is costly for the people on the receiving end.

Companies often record a single reason for leaving, even though the real story usually has several causes building up over time.

Without a scoring guide, two recruiters can read the same CV and reach opposite conclusions.

Teams are asked to work with data without anyone checking whether they have the skills to do it.

Recognition schemes can end up rewarding visibility and popularity instead of real contribution.

Choosing office days without thinking through the trade-offs can leave teams tired, divided or never together.

New trainees often spend their first weeks waiting for work, which slows learning and weakens their commitment.

Employer branding shapes who applies, yet students rarely look at how two similar companies speak to future employees.

Small firms often have no written rules, so every new person learns them by guessing and getting corrected.

The same entry-level role can be described very differently by different employers, which affects who applies and who feels welcome.

Workload and stress are rarely measured until people burn out, so leaders lack early signals.

Teams drift into more meetings over time and rarely stop to ask which ones are worth keeping.

Family businesses often hire relatives by default, which can create tension when roles and expectations are not clear.

Unstructured interviews reward confident talkers rather than people who would do the job well.

Placement days are usually described by students, but companies must also plan rooms, rounds, timing and fairness for many candidates.

Small choices of words in job adverts can discourage women, older candidates or people from small towns from applying.