For public sector organisations talent management is increasingly defined by one challenge: retention. While recruitment remains important, the cost, disruption and capability loss associated with high turnover have made keeping skilled people the more strategic priority. With continued workforce/skills shortages, rising service demand and constrained budgets, public sector leaders at the HR Summit are recognising that retention is no longer an outcome of good practice, it is a core talent strategy in its own right…
Why retention has become the defining talent issue
Public sector employers are competing in a labour market where specialist skills are in short supply, and where private sector flexibility and pay often create pull factors. But turnover is rarely driven by salary alone.
The strongest predictors of retention are progression, purpose, management quality and workload sustainability. High performers often leave when they cannot see a future, feel undervalued, or experience persistent pressure without support.
Career pathways that feel real, not theoretical
One of the most effective retention levers is visible career mobility. Public sector employees often value long-term contribution, but can become stuck in rigid structures with limited progression routes.
Best practice is to build clear, skills-based pathways that allow people to move laterally as well as upward, across departments, service areas or locations. Internal talent marketplaces, secondments and project-based opportunities are increasingly being used to retain ambition within the organisation rather than losing it externally.
Development as a retention investment
Training is no longer just a capability tool, it is a retention tool. High-performing public sector organisations are prioritising coaching, leadership development and continuous learning for mid-career professionals who are most at risk of exit.
Importantly, development needs to be accessible, not reserved for small talent cohorts. Broad-based investment signals commitment and improves engagement across the workforce.
Management and culture matter more than ever
It’s a true cliche we can all relate to: people often leave managers, not organisations. Retention strategies therefore depend heavily on line management capability: communication, recognition, workload planning and psychological safety.
HR teams are focusing on equipping managers to have meaningful career conversations, identify burnout risk early, and create team cultures that sustain performance without exhaustion.
Reward and recognition within public constraints
While public sector pay flexibility is limited, total reward is broader than salary. Best practice includes transparent progression structures, wellbeing support, flexible working arrangements and recognition programmes that feel authentic rather than tokenistic.
For many employees, consistency, fairness and respect matter as much as financial incentives.
Retention as strategic resilience
Ultimately, retention is about organisational resilience. Losing experienced staff reduces service continuity, increases agency spend and weakens institutional knowledge.
Public sector talent leaders who succeed will be those who treat retention as the foundation of talent management: investing in careers, culture and sustainable performance so that high performers choose to stay and grow within public service.
Are you searching for Talent Management solutions for your organisation? The HR Summit can help!
Photo by Redmind Studio on Unsplash
