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1、Winning the talent game:a playbook to retain top talent for the digital age1.Introduction 12.Advantages of a strong talent retention strategy 33.Designing impactful talent retention 6Define an attractive employee promise that keeps talents front of mind 6Translate the promise to the six building blo

2、cks to attract,build,and retain talent 7Regularly evaluate your strategies 124.How to implement a successful talent retention especially in challenging times 14The leadership teams crucial role in embedding retention strategies 14Navigating retention in challenging roles 15Thriving amid the short st

3、art-up cycle 155.Final thoughts 17Authors 18At the same time,9.1 out of 10 employees are exploring new opportunities outside their current jobs.However,81 percent of them will change their minds if employers meet certain conditions.What are these“conditions”?And how can companies meet these?Employee

4、s now seek more than just job security;they are often looking for purpose,flexibility,and rapid career growth.As the workforce evolves,so do the strategies needed to retain the people.Why do companies such as Coca-Cola,Unilever,Philip Morris,Astra,and Djarum retain employees much longer than start-u

5、ps?A significant factor is that talent is naturally drawn to companies that have a strong market presence.The workforce that joined these companies decades ago did so in a very different era compared to todays world.At the time these early employees were recruited,the Internet and social media had n

6、ot yet revolutionized the job market,meaning career options were far more limited.The aspirations of many during that period focused on securing a stable job that would provide a steady income and long-term security.In contrast,in todays world,talent retention is a real challenge.In a survey that Ke

7、arney conducted with 40+companies across pre-seed start-ups,big tech,and large corporates,nine out of 10 companies face challenges in retaining talent,quoting talent and skill mismatch,branding,and compensation as key challenges.“More than 70 percent of HR leaders identified employee retention and a

8、ttraction as key concerns,with 79 percent emphasizing the importance of improving the employee experience.”(Grant Thornton)1.Introduction1Winning the talent game:a playbook to retain top talent for the digital age2Winning the talent game:a playbook to retain top talent for the digital ageThriving em

9、ployees create exceptional customer experienceThriving employees play a pivotal role in creating exceptional customer experiences.When employees feel engaged,valued,and motivated,their enthusiasm and commitment naturally translate into better interactions with customers.This results in an 8 to 15 pe

10、rcent increase in Net Promoter Score(NPS),an indicator of customer satisfaction and loyalty.Thrilled customers are not only more likely to become advocates,recommending the brand to others,but also exhibit a 10 to 20 percent greater willingness to engage with and spend on the companys products or se

11、rvices.Implementing effective talent retention strategies not only benefits employees but also has a significant impact on the overall success and reputation of the company.By focusing on retention and employee experience,companies can build a strong,productive,and cohesive workforce that drives lon

12、g-term growth and stability,and will see stronger customer impact that will result in higher business value.How does strong talent retention drive higher business value?Its a virtuous cycle(see figure 1 on page 4).Winning employee experience creates“thriving”employees,which will result in increased

13、productivity and lower turnoverEmployees who feel valued and supported are more likely to be motivated and committed to their work.An employee-first proposition and positive work environment create a motivated,committed workforce that consistently meets and exceeds performance expectationswhich will

14、 drive higher engagement and lead to a 10 to 15 percent increase in productivity.It can also result in 20 to 40 percent lower turnover,which will not only reduce hiring costs but also offer significant advantages in business restructuring.Retained employees,already familiar with the companys culture

15、 and operations,can quickly adapt to new roles,which reduces both training costs and time to productivity.Their agility and experience make them better equipped to navigate changes efficiently.2.Advantages of a strong talent retention strategy3Winning the talent game:a playbook to retain top talent

16、for the digital ageStrengthen company cultureRetaining high-performing talent is crucial for maintaining and strengthening company culture.Long-term employees embody the companys values and contribute to a consistent and cohesive work environment.A strong culture,reinforced by retention strategies,f

17、osters a sense of belonging and loyalty among employees.It also makes the company more attractive to potential hires who seek a workplace with a clear and supportive culture.“A 2024 meta-analysis that involved 183,000 business units across 53 industries in 90 countries found that highly engaged empl

18、oyees are more likely to innovate,adapt,and contribute to better overall performance and job satisfaction.”(Gallup)Customer experience drives superior business performanceExceptional customer experience,fueled by thriving employees,is a driving force behind superior business performance.Companies th

19、at consistently deliver memorable and positive experiences see a 20+percent improvement in their bottom line,owing to increased customer retention,higher average spend,and reduced churn rates.Beyond financial performance,enhanced customer experience fosters stronger brand perception and higher marke

20、t growth as loyal customers become ambassadors.This dual effect,boosting profitability and fortifying brand reputation,makes customer experience not just a competitive advantage but a core strategy for sustainable success.By investing in employee well-being and development,organizations can unlock a

21、 virtuous cycle of satisfaction and growth.Source:Kearney,adapted from The Service Profit ChainFigure 1Employee-centric companies that drive a winning employee experience will see stronger customer impact and higher business valueA virtuous cycleWinning employee experience creates thriving employees

22、 12%increase in productivity(increased experience,higher engagement)1843%lower turnover(reduced hiring costs,increased capabilities,etc.)Enhanced creativity and complex problem solving Better understanding of customers needsCustomer experience drives superior business performance 20%+greater profita

23、bility As much as 2x higher median 3-year CAGR Enhanced brand perceptionThriving employees create exceptional customer experience+10%customer ratings+10%customer loyalty Up to 16%increased willingness to pay Stronger likelihood to recommend4Winning the talent game:a playbook to retain top talent for

24、 the digital age5Winning the talent game:a playbook to retain top talent for the digital age“Talent management strategies evolve with each generation,presenting unique challenges.To effectively engage todays workforce,particularly Gen Z,a comprehensive approach is essential,one that is tailored to t

25、heir distinct traits,expectations,and values.”Evi Damayanti,Chief Human Capital at DanamonLeading organizations exemplify this by offering robust employee value propositions.Googles promise,for example,emphasizes fostering innovation and offering perks such as flexible work arrangements,extensive le

26、arning opportunities,and a focus on well-being through benefits such as wellness programs and on-site health services.Danamon,on the other hand,centers its employee promise around GROW,providing employees with Global exposure,inspiring them to Rise to excellence and Own their future,while also prior

27、itizing Wellness and Well-being.Kearney recently worked with a Fortune 100 company on their tech talent strategy and helped them to define their employee promise.We conducted multiple focus group discussions and interviews with their tech talents to identify their top emotions,aligned the company id

28、entity and value with the CxOs and defined their promise as“Empowering you to make things better through the technologies of tomorrow,together today,”inspiring the employees to deliver exceptional value to the business and its customers.Impactful talent retention strategies dont grow overnight;it ta

29、kes a village to build one.In this chapter,we will present a framework for creating these strategies.We will also share insights on how leading companies and industry leaders from various industries implement the framework(see figure 2 on page 7).Define an attractive employee promise that keeps tale

30、nts front of mindAn employee promise aligns HR and business leaders teams around a shared aspiration,crystalizes what is meaningful to the people and culture team,and will be the guiding north star that needs to be translated into employee value proposition pillars to attract,build,and retain talent

31、s.How do we define employee promise?An attractive employee promise starts by knowing and understanding your people.It keeps employees front of mind and provides a guiding north star to empower and keep focus.What truly motivates them to stay,and how can you maintain that motivation?A one-size-fits-a

32、ll approach will not workeveryone has different priorities and motivation.A family man might prioritize job security,while a young ambitious engineer might value career progression.Employers need to actively seek,listen to,and address employee feedback to truly understand their needs.Dudi Arisandi,C

33、PO of T,shared that one of his key approaches to talent retention is nurturing employees by paying close attention to their needs and ensuring their voices are heard.3.Designing impactful talent retention6Winning the talent game:a playbook to retain top talent for the digital ageTo craft an effectiv

34、e retention strategy,we need to take into account the six building blocks:1.Top-driven culture,where top management leads by example,which is amplified by middle management 2.Talent acquisitionensuring effective selection and the best onboarding experience 3.Talent enablementenabling talents to perf

35、orm their roles effectively by nurturing,training,and investing in them 4.Talent retentionkeeping high-performing,high-potential talent and managing exits professionally 5.Rewards and compensationproviding an attractive compensation package beyond financial rewards6.Talent enablement infrastructuree

36、nsuring adequate and appropriate supporting infrastructure Translate the promise to the six building blocks to attract,build,and retain talentA companys vision defines its business goals and strategic direction,but maintaining employee retention requires more than just achieving these goals(see figu

37、re 3 on page 6).Its crucial to ensure that the daily employee experience aligns with the initial promises and branding that attracted themthe“employee value proposition”(EVP).The EVP encapsulates what makes your company unique and appealing,encompassing career development,company culture,benefits,an

38、d worklife balance.When these elements are communicated clearly and meet employees expectations,they create a strong sense of belonging and satisfaction,which are key to retaining top talent.Source:Kearney analysisFigure 2Talent retention strategies must be crafted step by stepDefine your employee p

39、romiseRegularly evaluate your strategy Translate promise talent strategy across 6 building blocks7Winning the talent game:a playbook to retain top talent for the digital ageAC Ventures conducted a focus group discussion(FGD)attended by HR leaders from our portfolio companies.From that,the participan

40、ts collectively agreed that employee retention doesnt necessarily depend on competitive benefits alone.Start-ups with more than five years of development unanimously agreed that culture and people development are the most valuable aspects for retaining employees.This playbook will summarize the disc

41、ussion and offer insights and practical strategies to help you retain your most valuable asset:your people.By understanding the diverse needs and aspirations of your employees,you can tailor your retention strategies to create a workplace where everyone can succeed(see figure 4 on page 9).Figure 3Th

42、ere are six building blocks of proven best practices to attract,build,and retain digital talent Source:Kearney analysis Led from the top,amplified by middle management Acquire:Ensuring best candidate experience in acquiring process Enable:Nurture,train,and invest in talent Retain:Empathetic handling

43、 of talent exit Suitable compensation package composition that complements other enablers(e.g.,having good culture/growth makes up for salaries)Ensure adequate and appropriate supporting infrastructureTalent enablement infrastructureRewards and compensationCulture(including DEI)Career enablement(inc

44、luding performance management and L&D)Talent onboardingTalent retention and exit8Winning the talent game:a playbook to retain top talent for the digital ageFigure 4A number of different initiatives can help a company succeed in its talent retention efforts(*)Believe that done is better than perfect,

45、always 1%done toward mission and always hungry to do more,by making small improvements every day(*)A positive counterpoint to the famous phrase“curiosity killed the cat,”implying that curiosity is actually a source of strength and growthSources:Astro,ESB,DurianPay;Kearney analysisCompany valueSPACE

46、supportive,purposeful,adventurous,customer obsessed,and evolvingTalent retention initiativesBrownbag sessionIn alignment with Astros company value of being supportive,Astro is implementing brownbag sessions where founders will take turns committing to one lunch per week with two randomly selected em

47、ployees from each directorate.Employees can share their thoughts and concerns directly with an HR representative being present to take notes and ensure any necessary actions are taken to address the issues raised.These sessions are designed to foster a supportive environment by encouraging open dial

48、ogue between leadership and team members.Facilitating actionable solution for career aspirationsLiving the“evolving”value,Astro is facilitating transparent discussions between leaders and employees as well as actionable solutions regarding career aspirations.If an employee aims for a promotion/subst

49、antial salary increase/internal transfer to other departments,leaders will set actionable steps such as taking employees on scalable challenges,involving them in high-impact projects to fully assess their potential,and providing mentoring opportunities,ensuring that aspirations are heard,contributio

50、ns are recognized and aligned with career growth.Employee engagementsThrough a series of activities,Astro is committed to engaging and supporting all employees.They regularly gather feedback and implement reflecting initiatives such as business English courses for employees,health check-ups for ware

51、house teams,and cultural events like Pentas Seni for Mitra Astro(drivers and picker-packers).These activities reflect Astros dedication to their SPACE values.Company valueHonesty,agility,empathyTalent retention initiativesNgeDapurNgeDapur offers employees the opportunity to experience the day-to-day

52、 work of their colleagues.This cross-departmental activity is designed to foster deeper understanding of the challenges faced by different teams,immersing themselves in the daily tasks of others,to build stronger connections and appreciation for colleagues contributions.This initiative aligns with E

53、SBs“empathy”value,emphasizing the importance of understanding and supporting one another within the organization.Tiered benefits structureESBs approach to employee growth includes offering differentiated benefits based on employment levelsranging from outsourced to contract to permanent positions,wi

54、th the latter receiving the most advantageous benefits.This tiered system not only encourages healthy competition among employees but also provides clear pathways for advancement.Employees are empowered to embrace their own agile working styles,allowing them to optimize their performance and contrib

55、ute effectively to the organization.This commitment to flexibility and self-direction aligns with ESBs core value of agility,ensuring that employees can adapt and excel in a dynamic work environment.Personalized initiative based on employees personasESB is regularly organizing activities tailored to

56、 individual employee needs.For example,the Dompet Sehat program provides seminars to support employees who have previously struggled with debt by improving their financial literacy.ESB also builds communities based on employees sports interests and religious practices through weekly activities,offer

57、ing customized benefits and wellness programssuch as gym memberships,sports classes,or language courses.This initiative ensures that employees receive programs that truly resonate with them,rather than one-size-fits-all solutions.Company value1.Always 1 percent done*2.Punch above our weights3.Curios

58、ity empowers the cat*4.Help along and prosper5.Fix like no one is watchingTalent retention initiativesClose-knit onboarding programAt DurianPay,every new team member is assigned a dedicated buddy for their first three months and participates in a 1-on-1 welcoming session with the founder to gain a t

59、horough understanding of the company culture with a personal touch,reflecting their value of“Help along and prosper.”“Free-will”team-building for each departmentEach department will have their own creativity to explore,plan,and execute quarterly team-building as long as they can ensure that all memb

60、ers will be participating.AstroESBDurianPay9Winning the talent game:a playbook to retain top talent for the digital ageFor example,every quarter,Danamon conducted“Fireside Chats”with well-known digital leaders in the industry,in a relaxed setting,to foster authentic dialogue and share inspirations a

61、nd real-life lessons learned that agile talents can integrate into daily practices.The Agile Community of Practice has become a crucial program,enabling digital teams to tap into the collective potential of MUFG Group companies.It provides a platform to share lessons learned and foster a strong netw

62、ork of agile practitioners.In addition,Danamon also promotes an“externship program,”leveraging the MUFG network in APAC where high-performing talents have the opportunity to participate in an exchange program with MUFG companies within Indonesia(for example,to gain experience working in MUFG Jakarta

63、,Adira Finance,Zurich Insurance,or Home Credit Indonesia)or even outside Indonesia such as with Krungsri in Thailand,VietinBank in Vietnam,and Security Bank Corporation in the Philippines,or MUFG Tokyo,even MUFG globally(London,Tokyo and Singapore).For well-established corporates such as Danamon and

64、 Unilever,it is critical to demonstrate“commitment”across talent life cycle and develop an end-to-end strategic talent program.An essential pillar of Danamons successful talent management strategy is agile transformation,which focuses on building and developing agile talent management strategies.An

65、agile talent management strategy encompasses all phases of an employee journey,including talent attraction,employee selection/screening,onboarding,assessments,agile capability acceleration,performance management,career development and growth opportunities,and employee engagement,all centered around

66、building agile capabilities through the Agile Capability Accelerator journey.To accelerate capability build,Danamon implemented“Agile Learning Wheels”to provide digital talents with upskilling programs,industry exposure,and on-the-job learning,through six key programs:experiential learning(Community

67、 of Practice),online training,Learning Captain,internal rotation,externship program,and Fireside Chats,each with specific objectives and targeted outcomes(see figure 5).Sources:Danamon;Kearney analysisFigure 5Danamon implemented Agile Learning Wheels to foster talent growth and skill developmentExpe

68、riential learningEducational method that connects theory with practice,creating deeper,more meaningful learning outcomesOnline trainingCurated modules on technical skills for autonomous learningLearning CaptainA peer-driven initiative across diverse topics,to drive continuous learning,promote cross-

69、squad collaboration,and support professional growthInternal rotationFacilitate career growth by enabling re-skilling opportunities and role transitions within agile squadsExternship programHands-on learning experience to gain practical exposure within MUFG Group companies,fostering skill development

70、,enhancing career insights,and building valuable connectionsFireside ChatsAn informal discussion between senior leaders or external experts and team members on agile and digital topics,fostering open communication in a relaxed settingIndustry exposureUpskilling programsOn-the-job learningAgile Learn

71、ingWheelsAgile in Your DNAWell-rounded Agile Squad members10Winning the talent game:a playbook to retain top talent for the digital age“I had an unforgettable experience working in Tokyo for three months.It broadened my perspectives on how companies in our group operate across different countries.An

72、d above all,it made me proud to be part of Danamon and MUFG Group!”Randy Suwandi,Digital Tribe Lead at DanamonUnilever has developed a comprehensive end-to-end strategic HR program aimed at building employees confidence and fostering a sense of connection within the organization.This program encompa

73、sses various initiatives targeting different stages of an employees career,from fresh graduates to senior executives(see figure 6).Again,it takes a village to turn a strategy from just words on paper into something that actually works.The strategies should be embedded in daily interactions and not j

74、ust reflected in annual outings,company quarterly town halls,or monthly employee engagement activities.It should become a habitual part of everyone within the organization reflected to the work culture,ensuring that employee care and development are continuous and not just reserved for special occas

75、ions.“Agile Capability Accelerator drives the skills,mindset,and practices needed to embed agility.By fostering continuous learning and collaboration,it will equip the team and leaders to unlock their full potential and accelerate value delivery across our organization.”Vivian Widjaja,Head of Agile

76、Transformation at DanamonFigure 6Unilever developed an end-to-end strategic HR program not only to build employees confidence but also to make them feel connectedFresh graduateMy future fit plan and talent marketplaceTalent accelerationAlumni programFuture leaders program 24 years of accelerated dev

77、elopment International exposure Rotations in and across functions Senior career sponsor to mentor employee Opportunity for secondment in partner companies,(e.g.,e-commerce to gain external experience)My future fit plan All employees can detail their aspiration and connect it to their career path Spe

78、cify reskill/upskill targets to excel in current/future role and fulfill long-term ambition Supported by mentorship and managers who share the same valuesFlex experiences:internal opportunity marketplace Using AI,suggests personalized opportunities that match their profile and aspirations Transparen

79、t:visibility to all opportunities globally Work on projects with other teams across Unilever,build current skill experience,or build new skillsStructured program for executives(GMs)Targeted structured training for employees selected for accelerated program Facilitates development of the required cri

80、tical skills,i.e.,sales,international,external context experience Comprehensive system to develop critical skills:Unilever Foundry,partnership ecosystem with external companies Stay connected and network with fellow alumni New job opportunities always open to past Unilever alumniSources:Unilever;Kea

81、rney analysis11Winning the talent game:a playbook to retain top talent for the digital ageRegularly evaluate your strategiesRegularly reviewing past feedback for improvements is also crucial.A 2023 Gallup survey found that companies that frequently assess employee satisfaction and adjust their strat

82、egies have 23 percent lower turnover rates,highlighting the value of ongoing evaluation and tailored approaches.Employees needs are constantly evolving,so its crucial to reassess them regularly.Continuous measurement helps in understanding how various factors interact and shift over time,whether rei

83、nforcing positive outcomes or intensifying challenges.When evaluating your talent retention strategy,start by defining the types of talent you want to retain.As people come and go,strategies might evolve.Its important to distinguish between high performers who contribute positively and those who may

84、 be toxic despite their skills.Retaining the right talent involves more than just keeping everyone who performs well;its about maintaining a healthy,productive environment.Develop a robust framework or set of guidelines to identify which employees align with your companys values and goals.Reiny Putr

85、i,head of talent acquisition and talent management at Koltiva,emphasizes that based on her experience with employee retention,creating such a framework is crucial.This approach should include clear metrics for assessing not just performance but also fit within the company culture.By revisiting and r

86、efining your retention strategy based on these metrics,you ensure that your focus remains on nurturing and retaining talent that genuinely supports and enhances your organizational objectives.Companies that frequently assess employee satisfaction and adjust their strategies have 23 percent lower tur

87、nover rates.12Winning the talent game:a playbook to retain top talent for the digital age13Winning the talent game:a playbook to retain top talent for the digital ageA few typical examples of HR and business leader alignment that should be enforced are:1.Comprehensive onboarding programs.Set up clea

88、r expectations from the outset,do monthly check-ins to fine tune any loopholes during the probation period,and be sure to select only top talent to be involved in buddy programs.Involving the leadership team from the start,whenever possible,can also significantly enhance the onboarding experience,he

89、lping to build meaningful connections and deepen new hires immersion in the company culture.Naomi Joesoef,head of HR at Atma,emphasized that Atma integrates founders into the onboarding process from the very first week.They prioritize direct interaction between new hires and the founders,using every

90、 opportunity availablewhether its one-on-one meetings,group discussions,or casual lunches.2.Career development plans.Creating a tangible career track framework for every department is essential for fostering employee growth and satisfaction.Business leaders,in collaboration with their HR business pa

91、rtners,should establish a clear competency matrix that defines what good looks like for each position.Clearly outlining a plan for career development and advancementcovering both involvement and compensationdemonstrates to employees that they have a promising future to strive for.To achieve this,bus

92、iness leaders/managers should hold annual discussions with employees about their career paths and regularly evaluate fair market value for positions,making performance-based adjustments.This approach helps employees feel valued and provides them with a clear understanding of how to progress within t

93、he organization.4.How to implement a successful talent retention especially in challenging timesDeveloping a framework and strategies addresses one aspect,but another is navigating the unforeseen outcomes and challenges that arise during execution.In a start-ups ever-evolving environment,there will

94、always be hurdles in retaining top talent.Based on our insightful FGD with portfolio companies,we have distilled the numerous issues into a few key topics that are frequently discussed in the ongoing effort to manage and enhance talent retention.The leadership teams crucial role in embedding retenti

95、on strategiesIn the current agile business environment,HR has evolved from a primarily transactional role to a key strategic partner driving business success.HR leaders now play a crucial role in strategic planning,collaborating with business leaders to shape initiatives that enhance organizational

96、capabilities.However,for talent retention strategies to be truly effective,they must be integrated and personalized within each department.Leaders must actively create a supportive and inclusive work environment,provide growth opportunities,and foster team development.Its essential that everyone,esp

97、ecially leadership,works hand in hand.Leaders need to be more than just figureheads;they must actively engage in nurturing employees throughout their journey.This means being directly involved in key processes.While HR manages broad people-related challenges,its vital for the leadership team within

98、each business unit to also address specific issues affecting their teams.Effective talent retention requires collaboration between managers and HR to identify and resolve these challenges comprehensively.14Winning the talent game:a playbook to retain top talent for the digital ageThriving amid the s

99、hort start-up cycleEven with the best retention efforts,there will inevitably be times when top talent decides to move on to new opportunities.In todays competitive job market,despite our best efforts to push for employee retention,we cant guarantee that external pull factors wont influence their de

100、cision to leave.What we can control is our preparedness for such transitions by ensuring were ready for when that day comes.“Were not afraid to let employees go,”says Astro AVP of people Posma Prima Harapanta.“At Astro,we know that managing turnover effectively means being prepared for every possibi

101、lity.We make sure our talent pipeline is always warm and ensure our processes are well-organized to maintain valuable elements such as systems,documentation,and knowledge transfers.This way,when team members leave,we can ensure a smooth handover and keep our business processes running seamlessly.”“W

102、e,the leaders in ESB,view letting employees go as a testament to our success in nurturing top talent,celebrating it as an achievement in itself,”adds Cornelius Pantow,CHRO at ESB.What the start-ups can do is focus on building and maintaining preventive mechanisms,such as succession planning and effe

103、ctive task distribution.This ensures that when a role becomes vacant,there is a clear framework for managing and transitioning the position.Given the recent trends in career tenure,start-ups should consider planning for a 2-to 3-year timeline for employees assuming each role within the company.“Its

104、not the grand gestures or fancy occasions that make employees stay;its the accumulation of daily interactions.”Posma Prima Harapanta,AVP of People at ASTRONavigating retention in challenging rolesCertain roles or departments could possibly present unique challenges when it comes to retention.For ins

105、tance,keeping contract employees motivated can be particularly difficult due to their temporary status,which may lead to a sense of impermanence.To counteract this,its essential to offer them meaningful work,recognize their contributions,and provide opportunities for growth even within the limited s

106、cope of their contract.Companies such as Astro,SoulParking,and Koltiva,which employ blue-collar employees,might experience retention challenges including even higher turnover.These positions often involve physically demanding tasks and may lack the same level of career advancement opportunities as w

107、hite-collar jobs.Creative approaches are needed to keep these employees engaged,such as implementing performance-based incentives,enhancing workplace conditions,and fostering a supportive team culture.Astro manages a fleet of 4,000 drivers with high turnover rates.To address this,they focus on daily

108、 interactions to create an engaging community,rather than large-scale events,as smaller,consistent gatherings help maintain ongoing connections and prevent the silo effect prior to bigger events.Recent surveys indicate that employee recognition and career development opportunities are significant fa

109、ctors in improving retention for these roles.A 2023 report by the Workforce Institute highlighted that companies with effective recognition programs saw a 30 percent lower turnover rate among blue-collar workers.For blue-collar workers,recognition initiatives can be designed with a“low effort,high r

110、eturns”approach.Examples include:Employee of the month awards:recognize outstanding performance with a dedicated award and public acknowledgment Recognition boards:highlight employees achievements and contributions on boards or creative alternatives,such as a company mascot cardboard Peer recognitio

111、n programs:allow employees to nominate and recognize their colleagues for exceptional work15Winning the talent game:a playbook to retain top talent for the digital age16Winning the talent game:a playbook to retain top talent for the digital ageTalent retention isnt a one-size-fits-all approach.Its a

112、bout staying in tune with what your team values and making sure those values line up with your companys goals.In a fast-moving environment,like a start-up,the ability to adapt and respond to your teams needs is key.Leadership should lead by example,embedding retention strategies into the companys DN

113、A so they feel natural,not forced.As your company grows and changes,keep reassessing your approach to ensure youre creating a place where top talent is excited to stay and grow with you.5.Final thoughtsTalent retention is about staying in tune with what your team values and making sure those values

114、line up with your companys goals.17Winning the talent game:a playbook to retain top talent for the digital ageShirley SantosoPartner,Jakarta Adrian LiPartner,AC Ventures adrianacv.vc Karina WidagdoPrincipal,Singapore Derisa ZaharaValue Creation AVP of Organization&People,AC Ventures derisaacv.vc Aut

115、horsDiandra Naomi P.RirihenaValue Creation,Talent Operations,AC Ventures naomiacv.vc 18Winning the talent game:a playbook to retain top talent for the digital ageThe authors would like to thank the attendees of the focus group discussion on July 25,2024.Their input has been the foundation for develo

116、ping this playbook.Posma Prima Harapanta,AVP of People,AstroCornelius Pantow,CHRO,ESBReiny Putri,Head of Talent Acquisition and Talent Management,KoltivaRistiana,Head of HR Operations&Analytics,KoltivaYora Melinda,HR Specialist,DurianPayHelen Laura Samantha,VP of HR,Soul ParkingRizkya Aiga,Talent Ac

117、quisition,Soul ParkingNaomi Joesoef,Head of HR,AtmaThe authors would also like to thank the following individuals for their valuable input.Vivian Widjaja,Head of Agile Transformation,DanamonWidyarini Utami,Head of Talent Acquisition,Organization Development,Performance Management&Employer Branding,D

118、anamon Shelma Putrinda,Change Management&Communication,Agile Capability Accelerator,Manager,DanamonWendy Sidharta,Agile Excellence Manager,DanamonIra Puspita,Agile Governance Manager,Danamon19Winning the talent game:a playbook to retain top talent for the digital ageFor more information,permission t

119、o reprint or translate this work,and all other correspondence,please email .A.T.Kearney Korea LLC is a separate and independent legal entity operating under the Kearney name in Korea.A.T.Kearney operates in India as A.T.Kearney Limited(Branch Office),a branch office of A.T.Kearney Limited,a company

120、organized under the laws of England and Wales.2025,A.T.Kearney,Inc.All rights reserved.About KearneyKearney is a leading global management consulting firm.For nearly 100 years,we have been a trusted advisor to C-suites,government bodies,and nonprofit organizations.Our people make us who we are.Drive

121、n to be the difference between a big idea and making it happen,we work alongside our clients to regenerate their businesses to create a future that works for About AC VenturesAC Ventures(ACV)is a leading venture capital firm that invests in tech-enabled businesses focused on Indonesia and Southeast

122、Asia,with over US$550 million in assets under management.The firm empowers entrepreneurs with more than capital by combining operational experience,industry knowledge,deep local networks,and resources.ACVs team has invested in over 120 regional tech companies since 2012.With a team of more than 40 professionals led by Adrian Li,Michael Soerijadji,Helen Wong,and Pandu Sjahrir,it has offices in Jakarta,Malaysia,and Singapore.acv.vc