A workplace culture that feels like a true community isn’t built by accident. It’s the result of intentional, everyday actions that reinforce trust, purpose, and a sense of belonging. People don’t leave companies, they leave cultures. In a world where changing jobs is easier than ever, retention is less about contracts and more about connection.
Strong cultures aren’t just pleasant, nice to have. They’re a practical choice. When employees feel seen, valued, and part of something meaningful, they stay. A 2024 SHRM report found that employees who rated their workplace culture as good or excellent were nearly four times less likely to consider leaving than those in poor cultures. This points to retention as being in part a culture-driven outcome.
Working environments where simple interactions matter can boost both well-being and retention. A recent Harvard Business Review article highlights that improving everyday interactions, such as helping employees feel that they matter, has a direct, positive impact on retention, engagement, and growth. This isn’t about flashy programs. It’s about moments that say, “I see you. You're work is being noticed. You matter here.”
If we know culture impacts retention, then what do we do to improve culture or move from a more competitive, toxic environment to something more collaborative and connected? Here are 7 tips to help you get started building a culture your people will want to stay in.
A strong culture starts with crystal-clear values that everyone understands and can rally around. These values shouldn’t live only on a poster in the breakroom, they should be reflected in daily decisions, leadership behaviors, and how success is recognized. When employees see those values in action, they feel a sense of alignment and trust that the company truly means what it says. That shared understanding builds loyalty because people know they’re part of something consistent and authentic.
When the job market looks too tempting, it's time to focus on cultivating loyalty. A recent HBR study showed that promoting employees before a market shift significantly lowers turnover when the labor market heats up. Providing growth when it matters most buys you loyalty when it might otherwise cost you talent.
Collecting feedback is only the first step. What truly matters is showing employees that you act on it. McKinsey research has found that when feedback is built into everyday workflows and leads to meaningful changes, it fosters both performance and retention. This means communicating openly about what you’ve heard, outlining how it will shape decisions, and following through on those commitments. When employees see their input shaping the workplace, trust deepens and their investment in the organization grows.
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Connection doesn’t have to be complicated to be powerful. In hybrid or remote environments, it’s easy for employees to start feeling like they’re working in isolation, which can erode both engagement and retention. Build intentional moments for interaction into the workweek. Think about casual check-ins, short team huddles, or even a five-minute “non-work” conversation before meetings. These small habits help reinforce relationships and make the workplace feel more human, even when you’re not physically in the same room.
Recognition works best when it’s specific and genuine. Instead of a generic “Great job,” point out exactly what someone did well and how it contributed to a win for the team or company. Research consistently shows that employees who feel valued are more likely to stay, and recognition is one of the simplest ways to make that happen. In fact, Gallup found that recognized employees are 45% less likely to change organizations within two years.With evidence like that, it's clear to see the impact recognition can have on the success of an organization. Encourage leaders to make appreciation a daily habit, whether in one-on-one conversations, team meetings, or company-wide updates.
A truly inclusive culture goes beyond hitting diversity numbers. Instead, it’s about ensuring every team member feels respected, supported, and able to contribute fully. When people feel included, they’re more likely to build strong connections with colleagues and commit long term. This means creating safe spaces for honest conversations, acting on feedback from underrepresented voices, and ensuring policies reflect the needs of everyone. Inclusion is a daily practice, not a one-time initiative.
Frequent organizational changes can leave employees feeling fatigued and uncertain about their future. Change itself isn’t necessarily bad, but when it’s constant and poorly managed that's where the problems arise. Research in the Journal of Organizational Change Management finds that higher levels of change fatigue predict increased burnout and intention to leave, with indirect effects on teamwork and turnover intention. Leaders can counter this by involving employees early in the process, communicating openly, and providing clarity about how changes will impact them. Giving people a voice and a sense of control during transitions builds trust and makes them more willing to adapt and stay.
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Retention shouldn’t be something you only focus on after you’ve noticed a spike in resignations. It’s far more effective (and cost-efficient) to build it into your business strategy from the start. This means tracking turnover trends, setting goals for improvement, and allocating resources to programs that strengthen engagement and loyalty. When leadership treats retention as a key metric of success, it signals to employees that their long-term commitment is valued.
Mentorship and sponsorship programs create a powerful sense of belonging. Mentors provide guidance, share knowledge, and help employees navigate career paths, while sponsors actively advocate for their advancement. These relationships not only boost skill development but also reinforce the message that the organization is invested in each person’s future. A well-matched mentor or sponsor can be the deciding factor in whether a talented employee chooses to stay and grow with the company.
Well-being isn’t just about offering a wellness program, it’s about creating an environment where people can do their best work without burning out. This includes respecting work-life boundaries, encouraging employees to take their vacation time, and making workloads manageable. When leaders model healthy habits and check in on team members’ stress levels, it normalizes the idea that well-being matters. Employees who feel supported in both their professional and personal lives are far more likely to stay for the long term.
These strategies aren’t isolated tasks, they’re part of a living culture built through daily interactions, consistent leadership behaviors, and systems that show employees they matter. When you embed them into how you operate every day, retention stops being a reactive scramble and becomes a natural outcome of how your organization works.
Define and reinforce your values in every meeting, hiring decision, and performance conversation, not just during annual kick-offs.
Make promotion and professional development part of your retention plan. One way you can do this is by using McQuaig assessment insights to identify strengths, map career paths, and guide coaching conversations.
Act on feedback quickly and let your team see what’s changing because they spoke up.
Create intentional opportunities for connection—especially in hybrid or remote settings—by using personality and motivation data from McQuaig tools to tailor team-building efforts.
Encourage recognition that’s specific and tied to both achievements and the unique qualities employees bring to the table.
Treat inclusion as a foundation for every process, from recruitment to leadership development, not as a standalone initiative.
Build change in partnership with employees by sharing context, involving them early, and adapting plans based on their input.
When you combine these actions with the insights and structure that tools like McQuaig provide, you create a culture that doesn’t just keep people, it inspires them to grow and contribute at their best. Retention then becomes more than a metric; it’s a reflection of the kind of workplace people are proud to call home.
When people say, “I don’t want to leave here,” it’s not about the title they hold or the perks they get. It’s about whether they belong, matter, and grow. By shaping culture in ways that are visible, meaningful, and human, you give your team reasons to stick around and not just out of obligation, but because they truly want to stay.