Talent Retention: keeping the right people to truly grow

Talent Retention refers to the strategies, actions, and conditions an organization puts in place to retain key collaborators, reduce turnover, and safeguard skills, relationships, and value. In an era where work is fluid, change is constant, and talent is increasingly selective, retaining the right people is more difficult — and more strategic — than ever.¹

Retention isn’t about “higher salaries” or “fancy perks,” but about meaning, growth, culture, and recognition. People stay where they feel seen, valued, and free to evolve.

Why Talent Retention is critical in the Future of Work

Today’s job market is shaped by:

• greater job mobility (especially among under-35s)
• higher expectations for personal development
• new value priorities (wellbeing, autonomy, purpose)

In this context, retaining talent isn’t just defensive — it’s a strategic decision that enables investment in continuity, learning, and a strong organizational climate.²

Key drivers of Talent Retention

• Professional growth opportunities: not just promotions, but also skill development and job enrichment.
• Psychological safety: environments where people can speak up, make mistakes, and grow.
• Relational leadership: managers who listen, support, and recognize people.
• Value alignment: between individuals and the company culture.
• Authentic recognition: feedback, visibility, and a sense of belonging.³

The economic impact of retention

Losing a key employee can cost up to 150% of their annual salary — and that doesn’t include the lost know-how, workflow disruption, or morale dip within the team.⁴

On the other hand, retaining talent helps to:

• Preserve internal knowledge
• Reduce recruiting and onboarding costs
• Accelerate internal leadership development
• Ensure alignment between strategy and culture

How to improve Talent Retention

• Measure satisfaction and engagement (eNPS, pulse surveys, exit interviews, organizational climate analysis)
• Train leaders in relational and developmental skills using the emotional intelligence test and leadership test
• Offer clear and realistic development paths
• Foster a culture of continuous and constructive feedback
• Recognize and celebrate contributions — even small ones

Conclusion

People don’t leave jobs — they leave managers, culture, or a lack of future. Investing in Talent Retention means choosing to build an organization where people want to stay, grow, and contribute. It’s the heartbeat of a healthy culture and the foundation for sustainable growth.

References

• Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269–288. https://doi.org/10.1002/hrm.20279 ↩︎
• World Economic Forum (2023). Future of Jobs Report. https://www.weforum.org/reports/future-of-jobs-report-2023/ ↩︎
• Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2), 48–64. https://doi.org/10.5465/amp.24.2.48 ↩︎
• SHRM (2022). The Cost of Employee Turnover. https://www.shrm.org ↩︎