Retention strategies that work: What high-performers really want in 2025

Retention isn’t just about numbers. It’s about trust, growth, and culture — a direct reflection of how well you lead, develop, and support your people. And in a market where top performers are often the first to leave, HR leaders must shift their focus from attrition rates to intentional, strategic talent stewardship.

When development is generic, leadership support is lacking, or internal mobility stalls, your best talent doesn’t wait — they walk. In this climate, traditional retention tactics aren’t enough.

The organizations that will win in the future of work are the ones building cultures where the right people choose to stay — and grow. That requires a new kind of leadership: one that’s human-centered and deeply invested in people as a long-term advantage, not a short-term metric.

In this interview, we speak with Jennifer McClure, CEO of Unbridled Talent and Chief Excitement Officer of DisruptHR, who brings a bold, human-centered perspective to what truly drives retention today. From managing low performers to developing future-ready leaders, Jennifer challenges HR to move beyond checklists and start leading with clarity, care, and courage.

What is a healthy talent retention rate, in your view?

In my opinion, a healthy retention rate depends on the industry, the role, and the company’s stage of growth. Rather than chasing a magic number, I encourage leaders to focus on what’s behind the data.

Are your best people staying? Are you having meaningful stay conversations before they become exit interviews? 

Retention should be a reflection of a company's culture, leadership, and growth opportunities, not just a KPI. It’s not about holding onto everyone. It’s about keeping the right people for the right reasons.

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How do you address ongoing performance challenges in a way that supports both the individual and the team?

First, we need to be honest: keeping low performers in roles where they can’t thrive hurts everyone, including them. The most effective way to prevent that is to create a culture of clarity, accountability, and care.

It starts with setting clear expectations and providing regular, real-time feedback. Don’t wait for annual reviews. If someone is struggling, coach them early. Support them with the tools and feedback they need, but don’t send the wrong message by tolerating underperformance for too long. That sends a message to your high performers that excellence doesn’t matter.

What are some effective strategies to retain young talent?

The next generation of talent isn’t afraid to leave a job that doesn’t align with their values or ambitions, and that’s not a problem to solve. It’s a wake-up call for leaders to lead differently.

Retaining young talent requires more than perks or in-office ping-pong tables. They want growth, purpose, and leaders who invest in their development. Give them stretch assignments, opportunities to contribute, and a seat at the table — even if they’re early in their careers. Most of all, listen. They’re not looking for lifelong loyalty. They’re looking to have a meaningful impact.

How can organizations best retain leaders?

By treating them like people, not just producers of results.

Too often, we assume leaders don’t need support because they’ve “made it.” But leadership is hard, especially in today’s complex environment. If you want to retain your best leaders, invest in their growth, give them peers to learn from, and create space for honest conversations. Ask them what’s energizing them — and what’s not. Leaders, just like employees at all levels, stay when they feel trusted, challenged, and seen.

What are the key actions HR and L&D managers can take to retain top talent?

Start by knowing who your critical talent actually is — and why.

Then, partner with leaders across the business to create experiences that challenge, engage, and retain them. Top talent wants to learn, to be challenged, and to contribute to something that matters. HR and L&D can play a pivotal role by ensuring development is personalized, not one-size-fits-all, and by advocating for career pathing that goes beyond promotions. If you’re not prioritizing internal mobility, you’re already at risk of losing your best people. 

What are the main factors influencing retention rates in today’s workforce?

Clarity, culture, connection, and growth.

People want to know what’s expected of them, how their work connects to something bigger, and whether their leaders genuinely care. If those things are missing, no amount of compensation will keep them. We’re in a trust economy now. Retention isn’t just about engagement scores. It’s about whether people feel safe, supported, and seen.

What’s your prediction for the future of HR? Where do you see the field heading in the next 5 to 10 years?

We’re already seeing the shift, but the HR leaders who will thrive in the next decade won’t just be policy makers. They’ll be changemakers.

I believe the future of HR is transformational, not transactional. We need bold, business-minded, human-centered HR leaders who are ready to lead through disruption — not just react to it. HR must absolutely play a central role in shaping strategy, culture, and capability in the future of work. The question is: are we as HR leaders ready to step into that power?

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Key takeaways for HR leaders:

1. Stop chasing a benchmark retention rate — focus instead on who is staying and why.
2. Create clarity and accountability early to avoid long-term low performance.
3. Design personalized development paths and stretch opportunities for high-potential talent.
4. Invest in leadership support — not just leadership training — to retain your top managers.
5. Prioritize internal mobility to keep critical talent engaged and growing within the company.