Another definition of talent found in the same dictionary is “ancient weight and gold coin of the Greeks and Romans”, which refers to the fact that talent is something valuable. Therefore, after establishing what talent they will need (what skills will enable them to achieve the organisation's Mission, Vision and Values?), organisations must attract the talent they need and guarantee the conditions for it to thrive. Losing talent, on the other hand, often leads to instability in teams and unwanted costs associated with recruiting, integrating and training new workers, as well as a drop in productivity.

As a result of globalisation, digital transformation and the new expectations of employees, the development and retention of talent is now playing a critical role in competitiveness, with sectors finding it very difficult to keep qualified professionals aligned with their strategic objectives.

In fact, depending on the nature of their activity, many workers now have access to job opportunities anywhere in the world and to a greater number of companies that, in addition to higher salaries, offer benefits that are not so common in Portugal, such as flexible working hours and the possibility of working remotely - which has contributed to the proliferation of digital nomadism. Work-life balance and salary are even cited as the most important factors in motivating workers in Portugal (mentioned by 91% and 90% of those surveyed, respectively), according to a survey carried out by the Portuguese Ministry of Labour. recent study from Randstad that involved workers from several countries.

In addition, many professionals say they are willing to explore new opportunities (77%, according to a study by Hays), which intensifies the pressure on companies. In fact, many workers, despite having a stable relationship with the organisation they work for, are on the lookout for job opportunities or even actively looking for them. The idea of “job for life” is a maxim that no longer applies - on the contrary, we have seen, more recently, the movement that has been dubbed “The Great Resignation” or “Big Quit” which characterises the mass departure of workers from organisations on their own initiative.

The current labour market scenario therefore requires organisations to strengthen their strategies to offer attractive conditions, develop skills and create a working environment that promotes involvement and long-term commitment.

Training and talent retention are closely linked. In a reality of constant change, empowering people is essential to guaranteeing the competences needed to achieve results, but it can also have a positive impact on retention, as the existence of learning and development opportunities is often pointed out as a key factor in the organisation's success. one of the motivating factors to remain in an organisation. In this context, we can include actions such as training, but also delegation, the mentoring, o coaching, the creation of internal academies to train employees in emerging areas or internal mobility. According to the SHL study “Stay Ahead in 2025”, employees value organisations that offer them career prospects and support them in adapting to change and developing skills to deal with the challenges of the future, enabling them to evolve and keep up with advances in Artificial Intelligence.

Other important factors for motivation and, consequently, retention are well-being, a sense of belonging and inclusive leadership. As Croft, Parks and Whillans (2024) point out in the Harvard Business Review article “Why Workplace Well-Being Programs Don't Achieve Better Outcomes”, rather than one-off measures, organisations should take a systemic approach, either with structural changes, such as the 4-day week or variations of this model, which has been implemented in several countries and whose pilot project was successful in Portugal, politics Results-Only Work Environment (ROWE), in which the focus is on the results delivered, career models that help employees visualise their future in the organisation, or the creation of clear goals and metrics that make it possible to monitor results and adjust strategies. But it's also necessary to invest in leadership development, including emotional intelligence.

However, for retention strategies to work and be sustainable, organisations must adapt them to their specific context, taking into account the characteristics of their workforce, their strategic objectives and the challenges they face. When it comes to retention policies, there's nothing like involving employees directly to find out what really motivates them. In fact, in addition to the motivation factors that may be more studied and transversal, people are motivated by different factors (and even these can vary throughout their lives), so listening to them is the best way to get to know their needs and expectations and, consequently, implement effective retention measures.

As in any partnership, where both parties benefit and work together to achieve common goals, the labour relationship must be built on a balance of expectations and results. While it is essential that employees do a good job and deliver results, it is also up to employers to ensure that the organisation offers the conditions and opportunities most aligned with the needs of those who work daily to meet objectives. When both parties are committed to creating mutual value, the risk of losing talent to the next door, which today is opening up to an increasingly vast and dynamic market, is significantly reduced.

Marisa Pardal, Head of Training, SHL Portugal
Rui Dinis Miquelis, Associate Lawyer, VdA

Published in Human Magazine on 10/3/2025