When it came to the future development and retention policy of organisations, experienced HR leaders and youths are split into two distinct camps.

During a focus group organised by the International AIESEC Symposium, Stephane LeCamus, global HR brand director, Unilever and the moderator polled the students on the length of the duration that they plan to stay with an organisation. Many of Asia Pacific’s top youths then replied that they would job-hop without consideration if the company is no longer a challenge for them.

This made Gathoni Wang’ombe, SEAA leadership development director of Unilever questioned, “Why should I spend money or resources on developing you if you are going to leave the company in one year’s time?”

Many youths said that they felt job changes must be constant and that there is a need to follow their passion and challenge the current business. So, the youths added, if the company really wants to retain them, they should put even more money and resources in talent development to show them that they have a future and growth opportunities with the organisation.

Goh Soo-Lee, vice president of leadership and talent management, Merrill Lynch closed the discussion with the question: “Can we grow you?”

She said, “Only by staying, you can grow. Are you patient to make the change? When you move forward, majority [of the workforce] are not leaders. The key is longevity.”