Investing in Early-Career Employees
By Bridgette Moore, Chief People Officer
The early stages of a career are filled with possibilities. Energy is high as young employees form their ambitions and begin to chart their courses. As business leaders, we have a unique opportunity to help turn that potential into long-term success.
Investing in early-career employees isn’t just the right thing to do. I believe it’s also a smart strategy for any company focused on building a resilient, innovative future. Early-career employees tend to bring a beginner’s mindset—they are eager to learn, have fresh perspectives and help us see challenges and opportunities in new ways. Supporting them at the outset of their professional journeys lays the foundation for stronger organizations and a stronger workforce overall.
Why early-career development matters
When individuals are given the tools, mentorship and encouragement they need early on, the impact can last for decades. Early-career employees who feel supported tend to build more robust professional foundations. They sharpen their technical skills but also develop habits that drive long-term success: curiosity, resilience, collaboration and a commitment to continuous learning.
Many people do not have their entire paths figured out when they’re just starting their careers. Some arrive with clear goals, while others are still discovering where they want to go. Both journeys deserve thoughtful guidance and investment. Leaders who recognize this can help open doors to opportunities for early-career employees, including opportunities those young professionals may not have even imagined yet.
The business case for supporting young professionals
Investing in young professionals benefits organizations, too. A 2024 Society for Human Resource Management survey, for example, found that 65% of early-career employees would stay at least four years in a job if offered opportunities to grow and develop within the organization. And a 2024 Gallup study reported that employees are 47% less likely to job-hunt if their current employer provides opportunities for upskilling.
At the same time—as highlighted in a recent New York Times opinion piece by LinkedIn chief economic opportunity officer Aneesh Raman—technology is rapidly shifting the traditional pathways and skill requirements for new professionals. These jobs are no longer designed the way they were a decade ago. Automation, AI and evolving business needs are reshaping expectations. For many, breaking into the workforce has become more competitive than ever.
This shift only makes support more essential. Beyond building loyalty and retaining talent, it’s essential to help early-career employees succeed in a more demanding, quickly evolving environment by equipping them to deliver real impact from the start. By helping them build skills and confidence to navigate challenges, firms lay a foundation of resilience and adaptability that drives long-term organizational success.
How we approach it at Link Logistics
At Link Logistics, we view early-career development as essential to our growth as a firm. Our summer internship program offers students meaningful, hands-on experience in 20 different departments, from Leasing to Operations, Technology to Property Management and Investments to Corporate Communications. Our 2025 interns represent a broad range of 38 colleges and universities. They join a program designed to both teach technical skills and expose participants to the wider dynamics of industrial real estate and customer centricity as they contribute to high-impact projects that ladder up to our firm’s business priorities.
For early-career employees, our three-month Gateway development program builds on that foundation, offering targeted learning experiences, mentorship and cross-functional exposure. Gateway’s 2024 cohort of 25 participants was divided into teams that were challenged to create AI-powered tools for specific departments. Teams presented their projects live to senior executives in Manhattan last autumn, and I was extremely impressed by each group’s thoughtfulness, dedication and sophistication.
Through our internship and Gateway programs, we’re investing in the next generation of leaders who will help shape our company’s future. More importantly, we aim to create an environment where early-career employees feel energized and empowered. We want them to see Link Logistics not just as a first employer, but as a place where they can grow, contribute and build meaningful careers.
Advice for early-career professionals
If you’re at the beginning of your career or preparing to enter the workforce, my advice is simple: Stay curious. Ask questions. Seek feedback. Don’t be afraid to step outside your comfort zone. Some of the most rewarding career opportunities arise from unexpected places.
It’s also important to invest in yourself. Find mentors who challenge and support you. Reflect on what excites you, not just what feels familiar. Remember that careers aren’t built overnight; they’re shaped by the daily choices to learn, stretch and contribute.
Most of all, trust that it’s okay not to have all the answers right away. And it’s fine to make mistakes—just be sure to learn from them. Growth is a journey, and the early steps you take, supported by the right environment, can open doors to possibilities you can’t yet see.
At Link Logistics, we’re honored to be part of that journey for so many talented young people. Their energy and ideas strengthen our firm today and ensure an even brighter future for our industry.
