HR and talent leaders – you know the frustration all too well: you invest significant time and resources into nurturing early-career talent, only to see them leave after two or three years. It’s a common cycle – bright minds join, learn, and then depart, taking their newfound skills elsewhere. But what if there was a way to turn this trend around, creating a more sustainable and engaged workforce for the future?
First, let’s talk data. Your organisation likely has a wealth of HR data at its disposal, but are you using it to its full potential? Predictive analytics can help clarify patterns and predict employee behavior, particularly identifying trends and reasons why employees leave. By analyzing this data, you can proactively address attrition issues, especially among early-career talent.
How?
Implement a regular review process for your HR data, focusing on trends in employee exits, and develop targeted interventions based on the insights it gives you.
90% of organizations are concerned about talent retention with "providing learning opportunities" identified as the top retention strategy, according to Linkedin’s 2024 Workplace Learning report.
Host regular stay interviews and ask employees what matters most to them. You can then make changes based on their responses and they’ll be less likely to leave as a result. If they want career progression, make sure they have access to your learning and development program. If there aren’t any openings on your team, consider the wider business. After all, people shouldn’t have to move companies to change professions or advance their careers.
By targeting employees who are at risk of leaving and offering them opportunities for growth and development, you have a better chance at ensuring they stay. This doesn’t just mean sending them to a few training sessions. Instead, consider how you can connect with them as individuals through an HR platform on an ongoing basis to truly understand their aspirations and historically what has driven them to leave. Then look at what your upcoming needs are: what skills are you likely to need in the future? Create comprehensive programs that align with both their career aspirations and the future needs of your organisation.
Understanding what drives your employees and offering them clear paths for advancement can help you hold onto top talent and ensure they’re equipped with the skills needed to fill future gaps. This approach not only keeps employees motivated and engaged, but also boosts productivity and loyalty. What’s more, adopting this mindset lays the groundwork for a broader shift towards a skills-based organisation.
How?
Set up one-on-one career planning sessions to understand employee goals and aspirations; align these with organisational needs, offering personalised development plans. Develop a transparent career progression framework that outlines clear paths for advancement and the skills required at each stage.
A sustainable and thriving workforce is one that is continuously learning. Implementing ongoing development programs ensures that employees are always advancing their skills and knowledge. This could be through on-the-job training, professional development courses, or opportunities to work on cross-functional projects.
This is particularly significant for Gen Z and Millennial employees, with 74% considering quitting their jobs due to a lack of support for skills-building or career mobility options.
But don’t forget about your seasoned employees, either. They bring a wealth of experience and skills that can be harnessed in new ways. By combining their knowledge with new learning opportunities, you can ensure they’re engaged and productive.
Imagine a workplace where employees can pursue organisational side hustles within their day jobs, where their skills are constantly evolving, and where internal mobility is the norm. Giving people the opportunity to work on projects outside of their job descriptions helps to maintain loyalty and engagement while helping employees build and utilise their skills. This leads to a workforce that’s not only skilled, but also deeply invested in the organization’s success – 7 in 10 respondents in Linkedin’s 2024 Workplace Learning report say learning improves their sense of connection to their organisation.
How?
Create opportunities for employees to spend a certain percentage of their time on projects outside their primary role. We have an internal GIG program at Wilson to give our employees the opportunity to learn something new or continue to develop and refine their skills in different areas of the business.
Taking a sustainable approach to talent also means embracing all aspects of diversity, equity, inclusion, and belonging (DEIB). This isn’t just about ticking boxes for generational, racial, or gender diversity. It’s about creating an environment where all employees, regardless of their background, feel valued, heard, and have opportunities to grow.
Consider initiatives that bring in diverse talent and foster an inclusive culture. Whether it’s through cultural allyship programs, mentoring programs, diversity training, or creating platforms for underrepresented groups to voice their ideas, these efforts can lead to a richer, more innovative workforce. As an increasing number of organisations move towards becoming skills led this naturally leans into equitable internal mobility and hiring practices, by default this enhances the DEIB agenda.
How?
Launch diversity councils or employee resource groups (ERGs) to ensure continuous dialog and action on DEIB initiatives within the business. Globally, Wilson has more than 500 members in our employee belonging groups (EBGs) that foster inclusivity, community, and meaningful action.
Another emerging challenge for many businesses is attracting Gen Alpha, the generation significantly impacted during the Covid era to the workplace. These young people have grown up witnessing the stress and dissatisfaction of their parents with traditional work environments, leading to a reluctance to enter the workforce.
To engage Gen Alpha, start pushing out positive messaging about the modern workplace. Highlight opportunities for creativity, innovation, and meaningful work. Showcase success stories of young employees who have found fulfillment and success in their careers. Early engagement through talent attraction programs can ensure a steady pipeline of motivated young talent.
How?
Use social media and digital platforms popular with Gen Alpha to share stories and testimonials from current young employees about their positive experiences and career growth. Because this generation is accustomed to cutting-edge tech, it’s now the expectation to have seamless platforms and integrations in the workplace, and not simply a nice to have.
Ultimately, employees want to feel that their work is purposeful; they want to know that their contributions matter and that they’re part of something bigger. By creating an environment that values continuous learning, DEIB, and personal growth, you can ensure that your workforce is not only skilled, but also motivated and loyal.
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