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After engagement, retention is the top talent management concern in today's global economy. The true ROI of top talent isn't realized if that talent leaves. Add the significant cost of replacing talent to the loss of skills and institutional knowledge when top performers leave, and the importance of retention becomes even more manifest. These factors, coupled with the rapidly changing demographics of today's workforce as the Baby Boomer generation begins to leave in significant numbers and the Millenial generation makes its presence increasingly felt, demands that savvy leaders understand the dynamics of retaining talent and know how to manage talent with retention as a goal.

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Featured in Retention:


Recognize the Differences between Theory and Practice to Ensure Incentive Program Success

Blog | Author: Andrew Bateman | Source: HCI | Published: 1 day ago

Almost 40% of respondents to a recent report acknowledged having an incentive program fail. The most likely cause was not in the program design but in its implementation. Additional data from a recent Human Capital Institute (HCI) research in partnership with GC Incentives revealed that many are looking to expand or maintain their incentive budget in 2016.  Designing a rewards and recognition program to help achieve organizational objectives, to increase employee engagement and to improve employee performance is the end game for incentives; but program designers must first make sure they are competitive with regard to the table stakes of compensation and benefits.

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Keynote VideoRestricted to Corporate Members

Making Good Times Great at Bacardi

Keynote Video | Presented By: John McCusker | Published: November 16, 2015
Employee engagement and business results are not inseparable, but you cannot sustain one without the other over time. At Bacardi, business leaders support engagement and business results with a “values-based” approach to culture, ... Read more

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