Talent Retention Insights

Women are not losing ambition; they are losing patience with environments that punish it. The real story is not an ambition gap, but a support, fairness, and respect gap. One of the earliest pieces of career advice I received was: “To progress, you need to have ambition.” Over 24 years in the corporate world, that's been a double edged sword - I have been praised for being driven and, in the same breath, criticised for being “too ambitious.” I have also sat in talent reviews where women were quietly written off as “not ambitious enough". In 2022, during a leadership review, a male colleague even said out loud: “Women don’t progress because they don’t have ambition .” 𝗪𝗵𝗮𝘁 𝘁𝗵𝗲 𝗿𝗲𝗽𝗼𝗿𝘁 𝗴𝗲𝘁𝘀 𝘄𝗿𝗼𝗻𝗴 The latest Lean In and McKinsey Women in the Workplace report highlights a growing ambition gap: fewer women than men say they want to be promoted. Yet the same data make something else crystal clear: women and men are equally committed to their careers, and when women receive the same sponsorship, support, and stretch opportunities as men, the ambition gap largely disappears. So the issue is not that women suddenly woke up less driven; it is that many are looking at the “next level” and seeing more burnout, less support, and fewer real chances to succeed. In that context, stepping back from the race is not a lack of ambition - it is a rational response to a system that feels rigged. 𝗪𝗵𝗮𝘁 𝟮𝟬+ 𝘆𝗲𝗮𝗿𝘀 𝗶𝗻 𝗰𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝘄𝗼𝗿𝗹𝗱 𝗶𝗻 𝘁𝗲𝗮𝗰𝗵𝗲𝘀 𝘆𝗼𝘂 For roughly the first 15–20 years, many women respond to blocked opportunities with even more effort and ambition: working harder & overdelivering. When doors are repeatedly closed with vague feedback like “lack of executive presence,” or “too emotional,” frustration accumulates. After decades of having to prove yourself again and again, it is not ambition that runs out; it is the willingness to keep playing a game where the rules feel opaque and uneven. That is one of the reasons so many experienced women leave corporate roles or step off the traditional ladder mid-career. 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗰𝗮𝗿𝗲𝗲𝗿 𝗮𝗱𝘃𝗶𝗰𝗲 The complete career advice is: protect your ambition by choosing workplaces where: Support systems, fair processes, and allyship actively enable women’s progression. Sponsorship, not just mentorship, is in place so that women are advocated for, not just advised. Policies, leadership behaviour, and culture reduce burnout. Because ambition without support does not magically create opportunity; it only creates exhaustion, cynicism, and burnout. What would your organisation need to change so that they would choose to stay and grow? #careeradvice ------------------------------------------------------------------------------------ I have learned a lot during my 2 decades in the corporate world, mostly the hard way. Every Sunday, I share some of my learnings and what has helped me climb the corporate ladder while staying true to my values

The Retention Riddle: Why Loyalty Doesn't Always Pay (Literally) Question: "Have you noticed that companies are often willing to pay a 40% salary increase to hire a new employee but are unwilling to offer a 15% raise to keep a current, experienced one?" This question hits hard, doesn't it? It's a frustrating reality in many organizations: the willingness to shell out big bucks for new talent while undervaluing the experience and loyalty of existing employees. Why does this happen? >Market Pressure: Companies often feel compelled to match or exceed market rates to attract top candidates, especially in competitive industries. >Budget Silos: Hiring budgets and compensation budgets are often separate, making it easier to justify a larger salary for a new role than to increase an existing one. >Short-Term Thinking: Companies may focus on immediate needs rather than the long-term benefits of retaining experienced employees who already know the business. >Lack of Visibility: The contributions of long-term employees may be taken for granted, while the potential of a new hire is often overhyped. But here's the thing: retention is almost always more cost-effective than recruitment. Losing experienced employees means losing valuable knowledge, disrupting team dynamics, and incurring the costs of hiring and training replacements. So, what can we do to address this imbalance? >Advocate for Fair Compensation: Employees need to be proactive in understanding their market value and advocating for fair compensation. >Promote Internal Mobility: Companies should create opportunities for growth and advancement within the organization. >Recognize and Reward Loyalty: Acknowledge the contributions of long-term employees and reward them accordingly. >Focus on Employee Value Proposition: Create a workplace culture that attracts and retains talent by offering competitive compensation, meaningful work, and opportunities for growth. It's time to shift the focus from simply attracting new talent to valuing and retaining the talent we already have. What are your thoughts? Have you experienced this salary imbalance firsthand? #compensation #retention #employeeengagement #leadership #HR #salary #fairness #workplace 🤝 Let's connect --> https://lnkd.in/gRnZYyZi 📞 Let's collaborate --> https://lnkd.in/gEG83dMA

Why Employees Leave: The Untold Truth In my recent interaction during an event, I dived deep into a topic that hits home for many organizations: Employee Value Proposition (EVP) and its undeniable impact on retention. The hard truth? Employees don’t just leave for better salaries or perks. They leave when they "don’t feel valued" When organizations fail to: ✅ Acknowledge contributions ✅ Create opportunities for growth ✅ Foster a culture of respect and inclusivity ✅ Fulfil Socio-economic goals of employees … they inadvertently create an environment where top talent starts looking for the door. In the session, I emphasized that building a strong EVP isn’t just about "what you offer"; it’s about making employees feel seen, heard, and empowered. Let’s rethink: Are we truly valuing the people who drive our business forward? Watch this snippet from the session and share your thoughts below. How is your organization ensuring employees feel valued? #EmployeeValueProposition #Leadership #Retention #Masterclass

People don't quit jobs. They quit broken promises. Here's what really drives talent away: 1. Managers Who Don't Lead ↳ Taking credit, not responsibility ↳ "Do as I say" instead of "Let me show you" ↳ Focused on control, not growth 2. Toxic Cultures ↳ Politics over performance ↳ Blame games instead of solutions ↳ "That's how we've always done it" 3. Micromanagement ↳ Trust is just a word on the wall ↳ Every decision needs approval ↳ No room to breathe or innovate 4. Zero Recognition ↳ Achievements go unnoticed ↳ Extra effort = Extra expectations ↳ Praise in private, criticism in public 5. Poor Communication ↳ Decisions made in black boxes ↳ Feedback is a yearly event ↳ Transparency only when convenient 6. Growth Dead Ends ↳ Learning = Your problem ↳ Promotions based on tenure ↳ Skills rot while promises don't 7. Rigid Work Rules ↳ One-size-fits-none policies ↳ Flexibility = Physical presence ↳ Life adapts to work, never reverse 8. Human → Number ↳ Metrics over meaning ↳ Burnout is a badge ↳ Personal crisis? Use PTO The truth? Great talent doesn't leave great environments. They leave leaders who don't create them. For Leaders: Which of these are you guilty of? (Be honest, we all have blind spots) 🎯 For Companies: Your "retention strategy" is broken if you're: • Exit interviewing instead of stay interviewing • Fixing symptoms instead of systems • Hoping free lunch beats toxic culture Which one of these hit hardest for you? Drop your thoughts below, or add your own to the list. If you believe culture > perks: 🔁 Repost to spark reflection. 🔔 Follow for more no-fluff insights on leadership, culture, and talent that actually sticks.

When a CEO publicly invites ex‑employees to return, it’s not nostalgia — it’s a strategic power move. Not every call to your ex is discouraged. Deepinder Goyal’s open invitation to Zomato alumni wasn’t a “viral moment” — it was an honest, humble, and business‑driven pitch to rehire boomerang talent. Alumni hiring has always been one of the most effective ways to bring back proven performers — people who have lived, survived, and thrived in the company’s culture. Yet surprisingly few organizations invest meaningfully in engaging their alumni network. What stood out in Deepinder’s note was the transparency. He openly acknowledged past challenges, admitted where things weren’t perfect, and still confidently laid out why Zomato is a compelling place to return to. This wasn’t an HR exercise. It was a business imperative — a CEO making a sincere call to those who helped build the company in its early years. As someone who boomeranged back to Capgemini after 3+ years, I can vouch for the power of a strong alumni program. Capgemini never disconnected — I still remember joining an alumni call where then‑CEO Ashwin Yardi shared business updates, and I even won the brand quiz. That level of continued engagement matters. Of course, companies need fresh talent, new perspectives, and diverse thinking. But the balance should never tilt too far in one direction. Success often comes from the blend of people who know how to navigate the internal system and those who can challenge it. Because talent attraction is far more than employer branding or a recruitment marketing campaign. It’s about authentic messaging that answers the “Why”. #Alumni #EmployerBranding #RecruitmentMarketing #Hiring

“Boomerang employees” - those who leave a company, then return – are becoming common. I regularly hear from #CSuite #ExecutiveCoaching clients that they are rehiring former leaders/employees, & studies show almost 1/3 of recent company hires are returning employees. There are many benefits for boomerang employees & their employers – & many challenges, too! ⚖️ How can you make these boomerang re-integrations smooth? Here are a few actionable tips to ensure your “boomerang experience” is positive: **DO'S** --- Why the Return? Employee: Be honest with yourself about why you want to come back. Make sure this job fits with your career goals and values. 🤔 Employer: Understand why the employee is returning. Make sure their role suits both their professional #goals & what the company needs now. 🏢 --- Why the Departure? Employee: Reflect on why you left. Find out how previous concerns have been addressed.🔑 Employer: Have an open conversation about why the employee left & be proactive about what’s been done to fix those challenges. 🛠️ ---Keep Old Friends & Make New Ones Employee: Reconnect with former colleagues but also set a goal to meet new team members. It’s easy to fall into a rut of working only with people you already know. 👥 Employer: Encourage the returning employee to reconnect with the team. Be proactive about helping them meet new colleagues. 🤝 --- Get Crystal Clear Employee: Ask about changes in company #policies, #procedures, and #culture since your departure. Make sure you thoroughly understand your new role & responsibilities. 🔍 Employer: Clearly explain any changes that have taken place. Make sure the employee understands your expectations for the new job. 📋 **DON'TS** ---Assume Everything is the Same Employee: Change is inevitable--don’t expect the company to be the same as when you left. Be open to new policies, procedures, team dynamics, and culture. 🌐 Employer: Don’t assume the employee’s return will be seamless without their understanding of new company and team dynamics. 🧩 ---Hold on to Past Grievances Employee: Avoid bringing up old issues unless they’re directly relevant. Focus on the future & how you can contribute positively. 🚀 Employer: Make sure any past issues are addressed, then focus on moving forward. 🔄 ---Be Complacent Employee: Your previous tenure doesn't guarantee you immediate success. You still need to prove yourself & demonstrate value to the team. 💪 Employer: Don’t expect the returning employee to immediately perform at their previous level. Offer time & support to reacclimate. ⏳ ---Rely on “This is How We Did it at ABC Company” Employee: Avoid constantly referencing your previous workplace. Be open to new approaches & feedback. 🌟 Employer: Encourage the employee to share new ideas without comparing too often to past experiences. 💡 I’d love to hear what you think, too. Please share in the comments your own experience with “boomeranging”! Thinkers50 Global Gurus 100 Coaches Agency

If I had to fix female retention with zero budget, I'd do this… 74,000 women in the UK lose their job every year for getting pregnant or taking maternity leave. That's one woman every seven minutes. Companies with 30%+ female directors achieved 18.9% higher returns between 2019-2024. Diverse leadership doesn't appear by accident. It's built by retaining women through the critical transition of becoming parents. And retention isn't about expensive perks - it's about removing friction. Here are 10 low cost, if not free, actions that actually work: 1. Radically Increase Policy Visibility on your intranet. If employees have to ask HR for policies, they feel like they're signalling an exit. Make it public, accessible, stigma-free. 2. Implement a "Ramp-Back" Programme. The cliff edge return (0 to 40 hours overnight) kills retention. Offer 4-8 weeks at 60-80% hours, 100% pay. Let them solve childcare glitches without financial stress. 3. Manager "Empathy & Logistics" Training. Mandate a 30-minute briefing for managers. They need to know legalities (e.g. breastfeeding rights)AND soft logistics, like not scheduling 4:30pm meetings that clash with nursery pickup. 4. The "Out of Office" Extension Let returners keep OOO on for 3 days. It creates a buffer to clear backlog without client pressure. 5. Standardise KIT Days Proactively schedule Keeping In Touch days. Use them for social re-entry and strategy updates, not grunt work. 6. Subsidised Backup Childcare Partner with services like Bright Horizons for 10-15 subsidised backup days/year. Childcare falling through is the #1 absenteeism trigger. 7. Formalise "Flexibility by Default" Don't make parents "pitch" for a 9:30am start. Assume they need it for the first 6 months. Shift the burden from employee to business. 8. Re-Induction & Tech Setup Treat the return like New Hire Day. Live IT access, ready desk, re-induction buddy. Nothing says "we didn't expect you back" like deactivated email. 9. Create a Peer Mentor/Buddy System Pair returners with someone who returned in the last 2 years. They need to ask "Where's the best place to pump?" without it being a formal HR issue. 10. Normalise "Parenting Out Loud" Senior leaders: block "School Pickup" on public calendars. When a VP leaves at 3pm for a swim meet, everyone else feels safe doing the same. The real cost isn't implementing these. It's NOT implementing them and watching your diverse talent pipeline drain away, one burnt-out parent at a time. ➕ Follow me, Susie Powis, for more on retention strategies ♻️ Reshare if your network needs this 💬 Which action will you commit to? Tell me below

I'm fascinated by understanding people -- what we do, the decisions we make, why, and how we can be influenced. I've also found it to be really helpful in building high performance teams and creating effective marketing. In undergrad, I did research on a topic called "job embeddedness" or why people stay in their jobs: ↳ Fit - alignment of your values, goals & skills with your job and organization ↳ Links - number and strength of relationships within your company & community ↳ Sacrifice - perceived cost of leaving Turns out it's a much better predictor of attrition than looking at why people leave. Why is it important? Voluntary attrition can: ↳ cost as much as 2x someone's annual salary ↳ slow growth ↳ create team strain and impact culture I found this research across the US, UK and Japan fascinating. It showed that creating high job embeddedness could significantly reduce voluntary job searching, even in the face of high job insecurity. https://lnkd.in/grPGhqUv

Losing your best employee feels like a breakup. But I’ve learned that it’s the perfect time to rebuild stronger. Here’s how. As entrepreneurs, we’ve all been there- the countless hours invested in training, the relationships built, the shared victories... only to start the hiring cycle again. In India, the startup ecosystem is booming, with over 1.4 lakh startups today (Ministry of Commerce and Industry, Government of India)  As the competition for talent intensifies, retaining top talent has become more challenging than ever. After leading teams across India, Pakistan, and Bangladesh at Falabella, I've learned that the secret isn't in fancy perks or astronomical salaries. It's something far more fundamental. 👉 Treating people like the capable adults they are. Here's what transformed our retention rates: > I scrapped the traditional hierarchy. In our office, there are no gatekeepers or complex reporting structures. Whether you joined last month or last year, my door is always open. > Giving people complete ownership of their work. Once our team members complete their induction, they become the CEOs of their accounts. > They travel, meet clients, drive strategies, and initiate developments. Yes, there are targets to meet and timelines to follow, but how they get there? That's their canvas to paint on. As a result, our people stay not because they have to, but because they want to. They're growing, learning, and most importantly, they know their voice matters. This approach might seem scary. Giving up control usually is. But I've found that when you trust people with responsibility, they rise to meet it—often exceeding your wildest expectations. What's your experience with building teams that stick? #LeadershipLessons #EntrepreneurshipJourney 

Perks don’t keep talent. Standards do. Retention is an audit on leadership and culture. Free lunches are easy. Earning trust is hard. In my experience, top performers stay when 3 things exist: ➞ they’re trusted with ownership, ➞ they're challenged by real problems, ➞ they're valued in public and in pay. Micromanagement is the fastest way to lose talent. And low standards destroy ambition and innovation. Run this audit this week: • Hand one crucial decision to the person closest to the work. • Replace three status meetings with written updates. • Set one hard, clear standard and keep it. • Praise in public, correct in private. • Map pay against market data. Retention comes from clarity, accountability, and care. Repeat daily and you'll have a great team culture. “Retention isn’t about perks. It’s about creating an environment where people feel trusted, challenged, and valued.” If every perk vanished tomorrow, would your best people still choose you? Why or why not? ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready to work together? Book your Clarity Session: https://lnkd.in/gyiqCWV2