How People professionals can support the retention stage of the employee lifecycle

Introduction

Employee retention refers to an organisation’s ability and ongoing efforts to keep skilled and committed employees for as long as possible. It involves creating a positive and supportive work environment, offering fair rewards, and providing career development opportunities among other drivers that motivate employees to remain within the organisation rather than seek alternative employment. Effective retention practices help reduce staff turnover and maintain a stable, experienced workforce (Armstrong, 2023; CIPD, 2023). High turnover is costly both in financial cost of recruitment and training, and in intangible costs like lost knowledge, lowered morale (CIPD, 2025)

Talent deficit being a contemporary challenge, retaining talent has become a critical component of talent management agendas among people professionals. HR’s involvement in employee retention encompasses a variety of functions, from recruitment and onboarding to ongoing training and development. People professionals play a key role in understanding why employees leave, and devising initiatives that reduce turnover and increase employee retention. Among their responsibilities is to perform talent analytics and interpret data, which facilitate the HR function’s collaboration with other talent management stakeholders such as line managers in enacting talent management practices.

In UK sectors such as health care (NHS), adult social care, and public services more broadly, retention has become a central policy issue due to workforce shortages, high workloads, and evolving expectations (NHS England, 2025; Migration Advisory Committee, 2022).

This article aims to explore how various people professional roles help to support retention, with a key focus on the people manager role, recruitment advisor and employee relations case advisor. Each of the people profession roles considered here contributes in different but overlapping ways.

How people managers can support the retention stage of the employee lifecycle

Managerial support, wellbeing and early intervention

Line managers are central in shaping day-to-day working life. A study conducted in the UK healthcare among healthcare assistants in the mental health services showed that good relationships with management and colleagues was among the key factors that absinfluenced the staff choice to remain within the organisation. These relationships widely impacted other factors such as workload, unclear boundaries and supportive management (Senek et al., 2025). According to a British council survey, 2 in 5 UK employees left because of their manager. Additionally, in research of adult community nurses in NHS trusts, themes like good leadership, control over work and family life, facilitated by the manager or senior management, were strong influences on retention (Chamanga et al., 2025).

Managers are expected to create and inclusive and supportive work environment, consider policies and processes that promote fairness when dealing with people and be role models who actively advocate for equality, challenge unacceptable behavior and encourage staff collaboration and engagement. This argument is supported by the NHS expectations framework which clearly emphasises people manager’s responsibilities in supporting attendance, managing health and wellbeing, conducting regular check-ins, understanding long term health or disability issues and making adjustments as needed (NHS England, 2025). These interventions have been considered key helping to reduce absenteeism and turnover.

Reward, recognition and role value

According to the CIPD (2023), people managers are indispensable if organisations aim to retain staff. Being first contact management to the staff, people managers have a key role when it comes to recognising employee efforts, praising and offering appreciation. People managers act as intermediaries between the organisation’s formal rewards, recognition systems, and individual staff. For instance, the NHS ‘People Promise’ initiative, which aims to improve staff experience and morale, is implemented largely via line managers who are expected to embed practices that make staff feel valued, supported, and fairly treated (NHS Employers, 2022).

Recognizing and rewarding employees for their hard work and achievements is crucial for retaining talent. HR professionals play a key role in creating reward systems that encompass both financial incentives, such as bonuses and promotions, and non-monetary recognition, like employee of the month awards and public acknowledgments. In one recent UCL/Leicester survey, about two thirds of NHS respondents said improving pay is key to boosting retention; dissatisfaction with pay was strongly associated with intention to leave (UCL news, 2025). While pay is a formal reward, how warmly line managers communicate recognition, fairness in appraisal, and alignment of promises vs. reality is equally significant in retention outcomes. Such practices not only celebrate individual contributions but also foster a positive workplace culture which significantly impacts employee retention.

Supporting career development and role clarity

The qualitative study of community nurses in NHS trusts in England revealed that lack of clarity, excessive workload, and emotional exhaustion are drivers of intention to leave, whereas clear role definitions, professional development, manageable workloads, and supportive leadership are reasons people stay (Chamanga et al., 2025). An organisation may be effective in recruiting and selecting their workforce, but if employee development and career opportunities are limited, this may negatively impact retention and result in higher employee turnover and lower engagement levels. People managers contribute to retention by clarifying role expectations, providing feedback, enabling development, and supporting career pathways.

Through lateral and cross-functional moves, people managers facilitate talent training to build and grow skills internally, leading to improved talent attraction and retention rates (Vodafone Business, 2020). By fostering a culture of continuous improvement and providing opportunities for skill and career advancement through continuous learning programs, mentorship, and clear career paths, people managers significantly influence employees’ decisions to stay with an organisation.

Employee Engagement and Work-Life Balance

Supporting a healthy work-life balance while keeping employees engaged is crucial in ensuring their satisfaction, connection, and commitment to the organisation. People managers are often the gateway through which flexible working, adjustments for personal circumstances such as health and caring, and manageable work intensity are delivered. They conduct regular surveys on these remote teams to gather feedback, organise team-building activities, and foster open communication channels. The NHS’s “Improving Staff Retention” guide recommends that people managers consider early and late career support, flexible scheduling, and listening to staff concerns as part of retention strategy (NHS England, n.d). These approaches reduce burnout and enhance overall job satisfaction as engaged employees are more likely to stay with the company and contribute positively to its success.

How recruitment advisors can support the retention stage of the employee lifecycle

Although recruitment is often seen as the “entry point”, it has an important effect on retention, particularly early retention and in setting expectations. Effective recruitment and selection significantly impact employee retention by ensuring a good match between the candidate, the job, and the company culture, which leads to higher engagement and loyalty.

Realistic Job Previews, Cultural Fit, and Matching Expectations

Recruitment advisors have a key role to play when it comes to setting up realistic job previews ensuring that candidates are fully informed about both positive and challenging aspects of the role including workload, stress, demands. These ensures that the actual role aligns with the candidates’ expectation thus reducing early turnover. In the adult community nurse study, one finding was that retention seems tightly linked with what people are looking for when joining like motivation, values, balance and that mismatches early on lead to attrition (Chamanga et al., 2025).

Although specific UK peer‐reviewed quantitative data is somewhat limited, sector reports (e.g. adult social care and health) show that mismatches between job expectations and reality are a common reason people leave (Migration Advisory Committee report on adult social care, 2022). By effectively understanding the importance of hiring top talent through a well-crafted job description, recruitment advisors help to create a connection between a company’s needs and the right candidates. Recruitment Advisors also contribute by assessing “fit” with the organisation’s culture, values, and working conditions, not just technical ability. This includes culture, working hours, flexibility, etc. This approach not only helps the organisation stand out in a competitive job market but also appeals to potential employees whose goals align with the company’s mission and vision.

Hiring for retention through proper and suitable assessments

Recruitment advisors play an essential role by collaborating with hiring managers and teams to understand the nuances and expectations of each role, and by hiring people whose values, expectations, and cultural fit align with the organisation, reducing misfit later. 77% of UK companies currently utilise skills tests to evaluate applicants, according to TestGorilla’s State of Skills-Based recruiting 2025 report, which was based on a poll of 1,076 job searchers and 1,084 recruiting professionals in the US and the UK (Mayne, 2025). This hiring methodology gives candidates’ practical skills more weight than their educational background or prior employment experience. UK employers reported that skills assessments increased retention by 62%, reduced mis-hires by 66%, and reduced hiring costs by 57%. Recruitment advisors, therefore, ensure that hiring decisions consider retention, not just the ability to do the job, but also the likelihood of staying, e.g., based on motives and career aspirations.

Onboarding and early engagement

Effective onboarding is a crucial retention tool, directly influencing how quickly new employees adjust, engage, and commit to an organisation. Recruitment advisors play a key role in initiating this process by coordinating with line managers and HR teams to ensure a structured, consistent, and welcoming introduction to the organisation.

Recruitment advisors help in the planning of onboarding and engagement activities such as assigning a mentor, early manager introductions, and welcome events which create a sense of belonging that accelerates engagement and reduces turnover. They also ensure consistency of message between recruitment expectation and reality to reduce mismatch between expectations and experience (Migration Advisory Committee, 2022; Chamanga et al., 2025). ACAS (2024) highlights that early engagement through orientation and induction activities supports integration, boosts morale, and fosters commitment all essential to preventing “early leaver syndrome”, where employees resign within the first year due to poor support.

Similarly, the CIPD “Onboarding and Induction” factsheet (2024) shows that organisations with structured onboarding programmes report improved retention rates by up to 58% compared to those without formal processes. Recruitment advisors are central in the processing recruitment and onboarding data such as early retention metrics, onboarding and exit feedback as well as making induction follow-ups. These information help in assessing onboarding success and detection of early attrition patterns, improving employee experience and contributing to the continuous improvement of recruitment and onboarding processes to strengthen future retention.

How employee relations case advisor can support the retention stage of the employee lifecycle

An ER case advisor is critical to an organisation’s retention strategy. This is because they help boost retention by preventing and resolving workplace problems early. With the help of people data, ER case advisors can spot issues early, before they spiral into causes of employee exit. They also help design interventions for the detected issues, ensuring they are handled fairly and consistently. These actions help organisations reduce the risks and costs associated with high employee turnover, thus protecting their capabilities.

Early and fair resolution of workplace issues

Numerous studies and scholars have proved that unresolved conflict, perceived unfairness, and poorly managed grievances are among the top reasons employees leave their jobs. The CIPD (2025), argues that “effective and timely conflict resolution enhances employee trust and retention. Supporting this argument is (ACAS, 2024) which states that, early intervention, clear communication, and mediation reduce the likelihood of turnover due to relationship breakdowns. Armstrong (2023) adds that fairness and procedural justice form part of the psychological contract that keeps employees committed. Therefore, an ER Case Advisor helps retention by resolving conflicts early, ensuring fairness, and preventing escalation to formal disputes or resignations.

For instance at Tesco UK had to restructure it grievance process after noticing that a large numbers of grievances were counter-grievances, lengthy investigations, and often the time taken allowed relationships to degrade (The TCM Group, 2021). By simplifying and accelerating dispute resolution, promoting early informal resolution and reducing the relational damage, an ER case advisor function helps keep employees engaged rather than leaving because of unresolved conflict.

Building Manager Capability and Consistency in People Management

Line management quality is one of the most influential factors in employee retention. The People Management (2024) survey found that over 50% of HR professionals cited improving line management capability as the most effective retention intervention. ER case advisors play a central role in supporting manager capabilities especially when it comes to issues of performance management, flexible working and attendance. This builds trust, improves managerial behaviour and trust in the manager thus acting as a major factor in retention.

When employees feel supported and treated fairly by their line managers, they are much less likely to leave (CIPD, 2025). Younis et al. (2023) also conclude in their study that supportive leadership behaviours significantly increase employee commitment and retention intentions. For instance organisations which trained and supported line managers to offer flexible working, beyond statutory minimums, saw this as helpful for retention of both professional and operational staff. ER case advisors therefore ensure that line managers are well equipped to deliver fair, inclusive and consistent policies throughout the organisation to boost retention.

Application of Data and HR Analytic to prevent turnover risks

With data being embraced in different sectors, HR analytics has also risen to become an issue of importance to boost people performance. One way data has been useful to people professionals is in workforce forecasting which involves the use data to make predictions on shifts in talent. Xuecheng et al. (2022) found that organisations leveraging people data to address workplace dissatisfaction achieved measurably lower turnover rates.

In a UK case study by CIPD, Barnwood Trust implemented people-analytics to identify pay issues and encourage staff to take holidays, thereby improving wellbeing and retention. ER case advisors have been able to apply data to identify patterns that present risks of turnover. For example at Nielsen Company, a global information & measurement company, HR analytics were used to identify employees at risk of leaving. The predictive model enabled targeted interventions and achieved a retention improvement: the company reported retaining 40% of high-flight-risk employees once identified (Pribanic, 2020). The ER advisor, often working with HR data grievance, absence, exit metrics, can help spot patterns or hotspots e.g., teams with high grievances, long absence, repeated complaints. By flagging risk early and recommending interventions, they contribute directly to retention.

Conclusion

Employee retention is not the responsibility of a single role but a shared effort across all people profession functions. People managers, recruitment advisors, and employee relations case advisors each bring unique yet complementary contributions that collectively strengthen an organisation’s ability to retain its talent. Effective people management fosters inclusion, recognition, wellbeing, and career growth all vital for sustaining engagement. Recruitment advisors ensure that retention begins with the right hires by aligning candidate expectations, culture, and capability from the outset, while structured onboarding cements commitment early on. Meanwhile, employee relations case advisors safeguard the psychological contract through fairness, early intervention, and data-driven insights that pre-empt turnover risks.

To position themselves more effectively in today’s shifting and competitive labour markets, organisations must invest in coordinated, evidence-based retention strategies that not only reduce turnover costs but also build a resilient, motivated, and high-performing workforce. Ultimately, the retention stage of the employee lifecycle is where people professionals can most powerfully demonstrate their value by transforming everyday interactions and processes into lasting employee commitment and organisational success.