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"We need to design experiences and development journeys rooted in community, purpose, and continuous learning – a shift that calls for deliberate action from HR," writes Jingting Li, Talent Acquisition Director, APAC, ADM.
Over the years, I’ve had countless conversations with young professionals – some excited, others uncertain, and many still figuring out where they fit in the working world. The transition from school is rarely seamless; for many, it feels confusing, overwhelming, or even a little defeating. Others may enter the workforce with strong confidence, believing they are fully prepared, only to discover that real-world demands call for constant learning and adaptation.
As HR professionals, we can’t afford to overlook these early experiences. The way we show up in those first moments – how we engage, support, and guide – shapes not only their confidence and sense of belonging but also how they perceive our organisations. These interactions can make or break retention, engagement, and our employer brand.
The evolving expectations of young talent
Today’s Millennials and Gen Z have very different career priorities. They seek more than job titles or pay checks; they value purpose, work-life balance, and meaningful growth opportunities. Research shows that around 90% of Millennials and Gen Z view purpose-driven work as essential to their well-being. Learning and development also rank highly, with opportunities to build both technical and interpersonal skills considered crucial when choosing employers.
But there are two sides to the coin. While young professionals are motivated by impact and growth, thriving in a fast-paced corporate environment also requires resilience.
They need to understand that challenges, ambiguity, and even setbacks are natural parts of the journey. With the right coaching and support, they can persevere, grow in confidence, and turn early experiences into lasting strengths.
This means traditional approaches like rigid career tracks or one-size-fits-all onboarding are no longer enough. We need to design experiences and development journeys rooted in community, purpose, and continuous learning – a shift that calls for deliberate action from HR.
Meeting young talent where they are
From nearly two decades of experience, I’ve learned that tailored development – through mentorship, bite-sized learning, cross-functional exposure, and safe spaces to ask questions – delivers measurable results. Confidence grows, engagement rises, and retention improves.
At ADM, we bring this to life through immersive trainee programmes such as our Finance and Flavourist Trainee initiatives. These programmes combine real-world projects, mentorship, and collaboration to help young talent build practical skills and readiness. Additionally, trainees gain exposure to different functions, enabling them to build valuable networks within ADM, fostering deeper engagement and long-term growth by connecting them with people, knowledge, and opportunities beyond their immediate roles.
For example, a finance trainee was given the opportunity to lead a project that consolidated financial metrics across the region into a dashboard for trend analysis and strategic decision making. Seeing the tool adopted across markets including New Zealand and Australia was a proud moment – proof of how trust, mentorship, and meaningful work accelerate growth.
Similarly, a flavourist trainee achieved his first flavour sale after weeks of experimentation and close collaboration with mentors, showing how hands-on experience builds both technical expertise and resilience.
These stories reinforce that early-career development is about more than filling roles. It’s about creating space for young professionals to grow into themselves, equipped and connected to something bigger than their to-do list.
The role of HR in future-proofing talent
For organisations like ADM, supporting early-career talent pays off. Thoughtful, well-structured development strengthens team culture, drives retention in a competitive market, and shapes how the next generation perceives our company.
It’s not enough to recruit well. We must be intentional in how we retain and nurture our people. This requires a proactive, collaborative approach across functions. HR can provide structure, learning frameworks, and assessments, while business teams guide on real-work projects and tailored development plans. Collectively, we can champion not just pipelines, but personalised growth – not just skills, but confidence, belonging and connection to values.
By investing in early-career development, we’re cultivating a more agile and sustainable leadership pipeline that will carry the organisation into the future.
Photos / Provided (Featuring Jingting Li)
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