[PolicyPhantom]

Generative AI may automate some entry-level tasks, but young professionals are not just “replaceable labor.” They bring growth potential, adaptation, and social learning. Without frameworks to manage AI’s role, we risk undermining the very training grounds that prepare the next generation of experts.

[jexe]

That's a lot to invest in someone at a large comparative loss, in a world where employees don't last more than a couple years before job hopping.

[PolicyPhantom]

I agree that high turnover is a real constraint. That’s why the answer isn’t “10 years of apprenticeship” but designing scaffolds that combine learning with contribution in a shorter timeframe. Things like short rotations, micro-credentials, or mentorship stipends let juniors add value while they’re still on the job. Even if they leave after a few years, the investment isn’t wasted — both sides still capture meaningful returns.

[Andrex]

Maybe this is unpopular, but what if 5/10-year long contracts started getting traction?

I guess you'd need to trust the company, which is hard to come by.

[JustExAWS]

How do they bring more “growth potential” than a mid level developer with 3-5 years of experience? The average tenure of a developer is 2-3 years. I expect that to increase going forward slightly as the job market continues to suck. But why would I care about the growth of the company when my promotion criteria is based on delivering quarterly or yearly goals? Those goals can much more easily be met by paying slightly more for a mid level developer who doesn’t do negative work both directly and by taking time away from the existing team?

[PolicyPhantom]

You’re absolutely right that mid-level hires buy immediate productivity. But “growth potential” isn’t just romanticism — it’s an investable trajectory. With the right project design, feedback loops, and domain exposure, juniors can grow into “multipliers” — people who combine technical skills with adaptability or domain expertise. That’s a kind of return you rarely get from simply adding another mid-level hire. In practice, resilient organizations balance both: mid-levels for immediate throughput, and juniors for long-term strength.