Talent retention or illusion? The normalisation of labour turnover
DOI:
https://doi.org/10.34630/tth.v6i1.7264Keywords:
Talent Retention, Labour Turnover, Organisational Listening, Organisational Transformation, Internal Communication, Strategic ResponsibilityAbstract
In a context of growing normalisation of labour turnover, this article discusses the risk that many organisations may accept employee departure as inevitable and undervalues the reasons behind it. It argues that retention is still often based on symbolic measures, insufficient listening, and weak organisational transformation. The analysis shows that employee permanence depends less on benefits, valorisation discourses or image strategies than on the quality of the concrete work experience, the coherence between discourse and practice, relational listening and the capacity for real change. It is therefore argued that talent retention only makes sense when staying becomes a meaningful choice.
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