Simon Kent discusses how retention strategies can work, their value for organisations and when it’s time to let people move on.
Recruiting staff can be a resource consuming and frustrating affair. Competition with other businesses, market trends and global economics can all make attracting and securing the right people far from straight-forward. Generational trends are also at play. A recent report from Randstad found Gen Z’s average job stint is now 1.1 years, with individuals job-hopping in an attempt to satisfy their ambition in the face of a perceived lack of career pathways. Holding on to the right people when you’ve got them, is without a doubt, a job in itself.
Gen Z’s average job stint is now 1.1 years, with individuals job-hopping in an attempt to satisfy their ambition in the face of a perceived lack of career pathways.
While well documented, retention isn’t just about cost avoidance for organisations. Holding on to people – their talents, knowledge, and competencies – is key to realising consistency within an organisation and that can be particularly important for a business like iplicit, which is seeking to grow.
Iplicit’s Chief of Staff, Ed Gairdner, says his business’ profile means retention is extremely important. Sure recruitment is crucial but keeping people, nurturing them and aligning them with the company’s mission is just as important if sustainable growth is to be realised.
“The competition for talent in the UK remains intense,” he says – noting the 2025 Talent Shortage Survey which has identified tech and data skills as hardest to find for five years running. It cannot be forgotten either that iplicit, seeking to disrupt the tech accounting solution market, is in direct competition for talent with some very large businesses.
Find your selling points
Undeterred, Gairdner says being a remote-first company can prove a positive here: “Flexibility is a huge selling point for us – it’s helped us win awards, attract top talent nationwide, and allowed people to thrive without being tied to an office,” he explains. “But it also means we have to work harder and more intentionally on wellbeing, connection, and culture – all of which directly impact retention.”
Add to this the additional challenge of the multi-generational workforce and Gairdner is working to keep younger team members who may need more structured support and social interaction while also addressing the needs of highly experienced colleagues who are more self-sufficient. “Balancing those needs is an ongoing priority and something we seek to address through various policies and initiatives,” he says.
Culture and core values, wellbeing and connection with one another are all high on iplicit’s agenda. Managers hold regular one-to-ones with colleagues, not just covering performance and objectives but also to understand how people are doing and make sure colleagues feel truly supported.
“Because it can be harder to pick up on body language and subtle wellbeing cues in a video call than in a physical office, we encourage our leaders to be more intentional and attentive in these conversations,” says Gairdner. “It’s identifying the ‘small triggers’ early to then provide the requisite support.”
Reason for leaving
Hannah Ford, Founder and Managing Director at Maru Search & Consultancy says candidates who have left or are looking to leave their current role often deliver the same message: “Decisions are made that do not make sense, people feel excluded, and they feel that they are not important enough,” she says. “Other reasons for leaving also come up, such as salary, progression, lack of training and lack of inclusion. These issues can usually be addressed with the right approach. What matters most, however, is how valued employees feel overall. That is what truly makes the difference.
Ford agrees businesses need strategic objectives in order to succeed but they can’t survive on that alone: “A vision and a strategy are essential, but people must be at the heart of them.”
Jo Kansagra, Head of People at Virgin Incentives says retention is particularly important in her industry: “Our business is centred around connections,” she explains, “and this shows up in many ways. Through our products, where customers use them to deepen relationships through gifting, through the partnerships we build with suppliers, who trust us to represent their experiences, and through our internal culture, where we promote agile decision-making and execution by getting to know one another and valuing each other’s expertise.”
Employee turnover therefore means having to rebuild and reconfigure relationships. Business arrangements can be dependent on the individuality of the employees who create them, and such relationships may not be independent of those employees.
Formal development opportunities, and upskilling employees can help with retention offering employees the chance to engage with diverse projects while staying with the employer. “We also recognise the importance of creating an environment where the culture focusses on looking after our team members, encouraging moments of fun, and pushing for high performance to reach our potential,” says Jo.
The company’s performance reviews have been made engaging and focus on recognising talent. 360-degree feedback has helped to build a strong culture of growth and development. Their hybrid working model also ensures flexibility so employees can collaborate while balancing home life.
Our aim is to ensure they leave as ambassadors for the brand, not detractors.
Even with this approach, Kansagra acknowledges there will be always be some level of attrition: “Sometimes we can’t provide someone with their next career step, and that’s okay,” she says. “When this happens, we send them off with pride, knowing we’ve played a part in helping them move forward. Our aim is to ensure they leave as ambassadors for the brand, not detractors.”
Community and belonging
Hannah Lisby, People Director at construction company Holcim UK agrees the positive experience is paramount for employees: “What keeps people at Holcim UK is clear. We offer a family-friendly benefits package that supports work-life balance, and we nurture a culture of safety, respect and belonging,” she says. “Our career progression routes show the genuine opportunities for development within the organisation and offer the chance for individuals to connect their work to a bigger purpose through sustainability.” Despite the separate locations of their sites Lisby says the strength of community across the business gives some sense of cohesion for everyone.
“I believe that some turnover in any organisation is healthy as it allows for fresh ideas and creates progression opportunities for other employees,” adds Lisby, adding that although retention at the company is strong they are wholly committed to learning from every departure so the experience can be strengthened for those staying for the long-term.
“Ultimately, success for us is not just based on achieving a low turnover, but ensuring that people who actively choose to work at Holcim UK stay, and build meaningful careers here,” she concludes.
Retention for reputation
For Capital Resourcing Group’s director Ben Beesley retention is about more than numbers – it’s about reputation. “When people stay, it reflects the trust, support, and positive culture we’ve worked hard to create,” he says. “That stability not only strengthens relationships with our clients and candidates but also shows that we practice what we preach as a recruitment partner. By focusing on retention, we’re proving that we don’t just place people – we keep them engaged, supported, and growing, which reinforces our reputation as a business that truly values its people.”
Certainly resources should be dedicated to keeping people within an organisation, but this is not a ‘keep them here at all costs’ deal. Employers should ensure their organisations are attractive and tick the right boxes for the people they need, but they also need to understand that things don’t always work out, and sometime people need to move on. Getting retention right is therefore almost an act of due diligence – this is the business we want to be and we show who we are – to ensure the right people stay put.
