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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:


7 Simple Steps To Prevent Employee Poaching

7 Simple Steps To Prevent Employee Poaching Recent research suggests that while top talent is engaged in what they do, they may not necessarily be committed to who they do it for. Many “A players” believe that their hard work has not ... Read more

Compete and Connect: Developing Globally Competent Leaders

Blog | Author: Nancy Tannenbaum, UNC Executive Development | Source: HCI | Published: May 15, 2015

The importance of globally competent leaders is recognized by the vast majority of organizations, but few have a strategy to provide the training needed to compete globally, according to a new study by the University of North Carolina Kenan-Flagler Business School and the Human Capital Institute.

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Cracking the Millennial Code

Blog | Author: Michelle Kozin | Source: HCI | Published: April 28, 2015

92 million millennials exist in the US today, and their unique work styles and preferences are transforming corporate policies, organizational cultures and HR processes. Over the last five years, it’s been difficult to ignore the impact this younger generation of workers has had on the way work gets done. From flex time to performance conversations, there continues to be a lot of debate around the best methods to operate in a (seemingly) millennial world of work. To successfully navigate this demographic transition, organizational leaders must not only take the time to understand the generational trends but also the individuals that comprise them.

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