If you’re thinking that today’s economic uncertainty will helpfully dampen employee attrition, then that hope may be short-lived. In economic downturns, job security does rise in importance for people, but this merely delays rather than cancels decisions to move. The result is a turnover spike later on, when job prospects and affordability perk up again. So how can you make your organization “sticky” enough to retain valued colleagues for the longer term?

What Employees Really Want From Work

The key to retaining great talent is understanding what employees are looking for from their work lives and offering a compelling “deal” that, crucially, lives up to its promise. This is what persuades people to stay, feel motivated and do their best work for you.

This is no easy task. In diverse, multigenerational workforces, people value different things. Job nomadism is now an accepted norm — with longer working lives, employees may have up to 12 different employers over a 50-year career. At the same time, there are far more options and tools at workers’ disposal, from global jobs portals and employer rankings to side hustles and portfolio careers.

When organizations get this right, however, the benefits are significant: reduced workforce costs, increased operational stability and resilience, and higher levels of productivity and competitive advantage.

The Four Freedoms That Drive Retention

So, what enables you to hold on to talent more effectively? Paradoxically, it is by giving people more freedom because this is what many are prioritizing in their jobs and careers today. This can be distilled into four specific freedoms:

1. Autonomy: The freedom to manage their work and working arrangements in way that enables them to deliver at their best.
2. Growth: The freedom to develop their skills, professional network and career in a direction that motivates them.
3. Self-expression: The freedom to speak up, share their personality and views, and be heard and respected.
4. Meaningful work: The freedom to focus on purposeful, rewarding work and make a positive impact.

Why Growth Is a Sticking Point

Looking more closely at “growth,” various sizeable studies point to widespread dissatisfaction with the support and opportunities provided by employers. Employees are more likely to describe their organization as a “talent magnet” than a “talent factory.” Many say their manager doesn’t talk to them enough about their growth and future possibilities, while those underrepresented at leadership levels cite invisible career barriers and a lack of a level playing field.

These challenges are also visible at the macro level. By 2030, demand for talent is expected to outstrip supply by 85 million skilled workers, creating a global talent crunch and impacting revenues. Yet in the UK, employer investment in training per employee has declined since 2005 to just half the EU average.

Many business and learning leaders are passionate about building learning cultures and upskilling employees at every stage of their careers. One CEO commented to me that they would love to figure out how to help their employees spend more of their working time absorbing, reflecting on and sharing ideas, expertise and insights. These leaders recognize that strong learning cultures lead to higher retention, increased internal mobility and a more robust talent pipeline.

7 Ways to Create a “Sticky” Organization

Here are seven learning, development and growth practices that can help create a more “sticky” organization:

1. Think in terms of career portfolios, not ladders — enabling employees to build a breadth of skills and deepen their understanding of the business.
2. Deliberately mix people up across internal boundaries — through shadowing, sponsorship, mentoring (including reverse mentoring), cross-functional teams and other collaborative opportunities.
3. Put more agency into employees’ hands — for example, through artificial intelligence (AI)-enabled internal talent marketplaces that make opportunities and required skills visible and accessible.
4. Look beyond the organization — combine internal and external knowledge by bringing in outside experts to work with teams, encouraging secondments and maintaining strong alumni relationships with potential “boomerang” hires to bring back to the company.
5. Remove barriers to growth — by increasing awareness of existing opportunities and addressing bias or exclusion in access to development programs. Conduct employee listening sessions to surface and then resolve these obstacles.
6. Turn managers into coaches — by equipping them with the skills and support needed to guide development, provide feedback and foster progression.
7. Start with “yes” — by supporting employees’ growth requests wherever possible, including opportunities beyond formal learning and development offerings. Very simply, say yes as often as possible. The most valuable and motivating growth can come from unexpected opportunities.

How to Tell If Your Organization Is “Sticky”

If your data — whether anecdotal or quantitative — shows that your employees are generally happy, putting in discretionary effort, acting as ambassadors and not being actively poached by competitors, then it’s likely you’re on the right track.

However, if certain groups are disengaged, experiencing stalled progression or leaving sooner than expected, these are red flags that warrant closer attention. Acting on these insights now will position your organization strongly when economic uncertainty eases and help secure the talent your business will need for tomorrow.