The rapid sweep of technologies and digitalization in almost all areas of activity has led to new trends in the labor market: a shortage of qualified personnel, selectivity of young professionals in choosing an employer, as well as a kind of salary race, due to the fact that the financial expectations of young professionals are not always justified, but are growing rapidly. Flexible schedules are important for young professionals, as well as remote or hybrid work formats, since many young professionals are not ready to work in the office on a permanent basis. The change in generational ideas about the formal and substantive side of work and its role in the lives of young people requires employers to revise their HR policies regarding the attraction and retention of young professionals. The purpose of the study is to consider the specifics of the requirements of young professionals for the choice of an employer and career development on an ongoing basis, as well as to analyze the role of the corporate community as one of the tools for retaining and developing young professionals in the company. The study is based on the works of Russian authors on the problems of attracting, retaining and satisfying specialists with the employer organization, as well as an analysis of cases of HR services of large Russian enterprises. The results of the study are based on a comparison of expectations and requirements regarding a permanent place of work and career of young specialists and the methods used by employers to attract and retain young people. Companies are introducing corporate training as training, developing flexibility in the schedule and format of work with employees, expanding the social package of young specialists. The most effective tool for retaining young specialists is the creation and active development of a comfortable virtual environment for company employees – informal corporate communities.