The future of retention: How purpose, safety and connection drive employee retention in uncertain times

What is the most overlooked factor in retaining top talent today?

In an increasingly uncertain world, safety and stability have become essential. In a world where job cuts are a daily threat, and volatile market conditions can destabilise business models,  job security is crucial. But it’s not just about safety—it’s about having a deeper, more purposeful pursuit. It’s about knowing that the products, services, and care a company provides to its customers and communities truly matter—and that employees can get behind this as meaningful work.

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How do you see leadership style influencing employee retention?

Leadership during times of uncertainty is more crucial than ever. It directly impacts employees’ confidence and their assurance that leaders are navigating complex challenges effectively. Gone are the days of "playbook leadership" —today, it’s about making sense of the situation, galvanizing the team, and focusing on what truly matters.. Listening, responding, and fostering participative environments where employees help shape their own destinies and tackle company-wide challenges is the leadership strategy needed in turbulent times.

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How should companies adapt to meet the needs of the younger generations entering the workforce?

Younger generations are reshaping retention strategies in ways that can sometimes be seen as "rebellion" or activism. However, this is not simply entitled dissent—it’s a call for change. It’s a demand to move away from outdated mental models and paradigms that no longer serve people, organizations, missions, communities, or the planet in the way they once did.

Rather than suppressing or dismissing this energy, companies should channel it. The key is to listen, analyze, explore, experiment, and reveal solutions that work for everyone. The world has changed dramatically since the turn of the century, and so have the ways people approach work and life. It’s time to adopt a fresh perspective on how to bring out the best in people, while building a visionary and sustainable enterprise.

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What is the biggest mistake companies make when trying to address high turnover?

Treating it as a numbers game - i.e. focusing solely on the salary or engagement scores.  In reality, it’s much more about sentiment, purpose, and the overall experience people have at work.. Do people leave because of low wages? Possibly. Do they stay because the wage is good but also the culture, camaraderie, prospects and impact are fulfilling? Likely.

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How can organizations use data and people analytics more effectively to understand and prevent attrition?

While it may sound cliché, flight risk data is absolutely critical. If you have highly skilled people in roles that are in-demand across your industry—or in adjacent markets—market data will often highlight this risk. But beyond that, it’s equally important to understand the internal factors affecting your employees. If people feel frustrated or disengaged, they may "check out" well before they actually leave. This won’t always show up as dissatisfaction, but rather as apathy—a lack of enthusiasm or emotional investment in their work.

Equally important is mapping your people experience to the entire employee lifecycle, not just the “critical” stages. Once onboarding is complete and performance expectations are met, the focus shifts to more nuanced aspects of the experience: relational, developmental, experimental, and culture-building opportunities. It’s also about acknowledging and supporting life episodes like caregiving, wellness, and employees’ roles in their communities.

Showing that you care for the “whole person” doesn’t mean intruding into their personal life—it’s about aligning all elements of their life, both inside and outside of work, with their experience at the company. 

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If you could give one piece of advice to a company struggling with retention, what would it be?

Focus on connection. When people in frontline or so-called "low-skilled" roles are asked why they stay, the answer is often simple: “Because of the team I’m a part of.” That sense of belonging, of being part of something bigger, is powerful.

Strengthening relational bonds—through shared purpose, mutual support, and a feeling of being “all in it together”—is critical. Even as team structures evolve, give people space to connect around their shared impact. When people feel they matter, they thrive.

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

This is part sensing, part aspiration: I see HR evolving into a fluid, adaptive, product-oriented, science-led powerhouse. A function that actively shapes the organization’s structure, systems, culture, and flow—always with a human-centred lens.

HR’s future lies in designing workplaces that are regenerative, renewable, and rooted in care, capability, and versatility. 

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Key takeaways for HR leaders:

• Prioritize safety and purpose: HR leaders should focus on creating a stable, meaningful work environment where employees feel secure and believe in the company’s mission.
  
• Adapt Leadership Practices: During times of uncertainty, HR leaders should support managers in becoming more adaptive, empathetic, and transparent, enabling them to better navigate challenges with their teams.
  
• Focus on experience over numbers: Go beyond financial incentives. Build a culture that employees are proud to be part of, where they feel fulfilled by the work they do and the relationships they build.
  
• Leverage people analytics: Use data to identify potential flight risks early and understand employee sentiment. Build a comprehensive understanding of the employee lifecycle, with a focus on emotional and relational aspects.
  
• Strengthen team bonds: Foster a culture of collaboration and mutual support. Ensure that employees feel part of a cohesive, impactful team, especially during times of change.

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