Last Updated on April 20, 2025 by Caesar
Retention isn’t about forcing employees to stay; it’s about giving them a reason to want to stay. In the hectic work culture of today, many businesses are struggling with the fundamental question: How do we keep the people who help make us successful?
The answer may be simpler than the policymakers think. It actually lies in creating a space where employees don’t just show up — they belong, they grow, and they feel a deep connection to the work they do. That’s the essence of human-centered retention.
A compassionate, purpose-driven approach benefits both sides and is the essential ingredient for sustaining a workforce that’s aligned with the company’s values and goals. That being said, perks won’t get you far, and neither will offering vague promises of “culture.”
Instead, offer a genuinely supportive environment, an emphasis on emotional intelligence in leadership, and real tools that make employees’ jobs easier and more meaningful.
Building a Culture of Belonging
Businesses often tend to overlook the most basic need employees have: the desire to feel seen and valued. This is the very essence of retention.
In this context, the importance of emotional intelligence (EI) in leadership can’t be overstated. Leaders who possess emotional intelligence don’t just tell employees what to do. Instead, they listen, empathize, and foster an environment where employees feel comfortable being themselves.
Take Google as an example. Its management philosophy emphasizes EI as a core leadership skill. The company’s “Project Oxygen” revealed that the best managers were those who showed empathy, communicated effectively, and created a culture where employees felt safe to voice concerns. This led to higher employee engagement and better retention rates.
Says Laszlo Bock, Google’s Senior Vice President of People Operations: “What we found was that the best managers were the ones who focused on emotional intelligence, showing compassion, and giving constructive feedback.”
Similarly, at Zappos, CEO Tony Hsieh’s approach to leadership was rooted in the belief that a sense of belonging drives everything. His focus on making sure employees felt connected to the company’s core values (fun, creativity, and a sense of purpose) led to incredible retention rates. Zappos created a culture where employees felt like part of a big, supportive family.
The sense of belonging is something that companies aiming to improve retention need to prioritize.
Employee Development Shapes Retention
Without growth, employees will feel stagnant, and without the proper tools and opportunities to develop, they’ll look for these elsewhere. Companies that offer continuous learning opportunities, mentorship, and clear career progression increase the likelihood that they’ll stick around.
At LinkedIn, the approach to retention focuses on not just promoting but on helpful employee feedback to drive development as well. Employees are encouraged to grow both within their role and beyond, with learning opportunities offered at every stage of their career. In fact, LinkedIn offers its employees a $10,000 annual allowance for learning and development programs.
LinkedIn’s former Chief Talent Officer, Pat Wadors, once said: “If you invest in your people’s growth and you listen to them, the chances of them staying with you are much higher.”
In construction, a field known for high turnover, companies like Turner Construction have found success with a similar approach. They provide the employees with opportunities to shadow senior leaders, gain certifications, and attend conferences. Turner’s Senior VP of Operations, Jim F. Soper, says that “the more we invest in our people, the more likely they are to stay, because they see that we care about their professional growth.”
Managing Construction Projects
Managing construction projects requires more than just planning schedules and meeting deadlines. It involves creating an environment where teams can collaborate efficiently and feel that their work is making a palpable impact. Effective project management software and tools are an essential part of that equation, as they offer employees the structure they need to stay organized and successful.
I.e., Procore, a project management software company tailored for the construction industry, provides teams with a centralized platform to communicate, track progress, and stay organized. The software streamlines workflows and reduces the risk of errors, making workers feel more in control of their tasks.
Says Procore’s Vice President of People and Culture, Paige Nielson: “When employees feel confident in their tools, they feel empowered to do their best work. And when they do their best work, they want to stay.”
Retention Isn’t Just About Paychecks
When companies think about employee retention, the first thing that often comes to mind is salary. While competitive pay is undoubtedly important, the real key to retention lies in the broader range of employee benefits and how well companies measure their impact. Offering benefits that align with employees’ values and priorities can have a huge impact on both job satisfaction and retention.
Take Starbucks as an example. The business offers a comprehensive benefits package that includes healthcare, PTO, and stock options for part-time employees. Starbucks has long been a leader in offering valuable benefits to both its full-time and part-time workers. According to former CEO Howard Schultz, “We believe that by investing in our employees, we are investing in the long-term success of the business.”
Companies are increasingly recognizing that measuring the ROI of employee benefits is not just about the cost but, instead, about investing in an employee’s sense of well-being and happiness. This, in turn, translates into higher retention rates. A study from MetLife found that 63% of employees would stay with their current employer for a more competitive benefits package. This shows that retention isn’t just about providing perks; the right benefits need to be aligned with the needs of the team.
Value Alignment
Finally, value alignment is the most critical element of retention. Employees who believe in the company’s mission and feel their work contributes to something larger than themselves, they are far more likely to stay. This alignment is essential for creating an environment where employees are motivated by a genuine connection to the company’s purpose.
Patagonia is one of the best examples of this value-driven retention approach. The company is known for its deep commitment to environmental sustainability, and it makes sure that its employees share that commitment. Rose Marcario, the former CEO, said that “the reason people stay at Patagonia is because they share our values. Our employees are not just working for a paycheck — they’re working for a cause.”
This sense of purpose is a strategic retention tool. Employees whose personal values are aligned with the company’s mission are less likely to look elsewhere.
Creating the Space Where People Want to Stay
As you can see, retention is not a set of strategies but, rather, a commitment to making employees feel that they belong, have opportunities to grow, and are aligned with the company’s core values.
Businesses that prioritize emotional intelligence in leadership, invest in employee development, provide the right tools for managing work, and align with employees’ values create a workforce that doesn’t just stick around — normally, they thrive.
At the end of the day, retaining talent is about making sure that employees feel valued. When they know their work matters and their growth is being supported, they’re staying for the long haul.
