"What separates companies where talent stays from those where it doesn't? It's not their industry, size, or budget. It's whether their talent practices work as a system. Joseph Fuller is a professor of management practice and a faculty cochair of the Project on Managing the Future of Work at Harvard Business School. Matt Sigelman is the president of the Burning Glass Institute, which advances data-driven research and practice on the future of work and learning."
"He is also a senior advisor at the Project on Workforce at Harvard. Kenny Tan is Deputy Secretary, Workforce at the Singapore Ministry of Manpower. Elizabeth Tan Levy is the managing director of the Scaled Impact Lab at the Burning Glass Institute."
Talent retention hinges on whether talent practices operate as a coherent, integrated system rather than on industry, company size, or budget. Effective talent systems align hiring, development, role design, promotion, compensation, and management processes to create predictable career pathways and internal mobility. Misaligned or fragmented talent practices create friction, confusion, and exits. Data-driven workforce and learning strategies support the design and evaluation of systemic talent practices. Coordination across organizational functions and policies produces more durable retention outcomes than isolated investments or standalone initiatives.
Read at Harvard Business Review
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