Turn development into a reason people stay.
Connect learning, growth and manager quality to the retention outcomes the CFO watches.
Why this is hard today
People leave when they can't see a future. Learning and development is one of the strongest predictors of retention — but most organisations can't show which programmes actually reduce regretted attrition.
- 01Which populations are we losing, and why?
- 02Is our development offer keeping our critical talent?
- 03Are managers having the conversations that make people stay?
- 04Where is career mobility working — and where is it stuck?
- 05What is the cost of the attrition we could have prevented?
The measures that move the outcome.
- Regretted attrition in critical roles
- Internal mobility rate
- First-year retention for new starters
- Cost of regretted attrition avoided
- Development conversation frequency and quality
- Manager effectiveness scores
- Growth-experience engagement
A practical starting sequence.
Segment the workforce by criticality and flight risk. Focus development where loss hurts most.
Give every person a clear line of sight to the next role, skill or experience — and the learning to get there.
Managers are the retention lever. Equip them with the coaching, feedback and conversation skills that keep people.
Distinguish healthy exits from preventable ones. Report on regretted attrition as the metric that matters.
“Retention stopped being an HR metric and started being a business one. Our regional MDs now ask about development conversations weekly.”
The platform capabilities that accelerate this outcome.
Deliver, track and assure the learning that drives the outcome — with evidence, not just completions.
Connect learning to behaviour change through goals, check-ins and feedback that leaders act on.
Curated, refreshed content aligned to the capabilities that move the outcome.
Flags flight risk early by combining growth engagement, manager quality and career signals.