Attracting talent and retaining it within the company is one of the key challenges facing Swiss companies. Those who want to compete for skilled workers and achieve sustainable growth must take targeted action. Various measures can help to retain employees in the long term. Here are seven effective measures.
Article in 1 minute
-
Employees are most likely to stay when working conditions are right: a manageable workload, suitable tools, and management that listens.
-
Clear development prospects are crucial to prevent talented employees from looking elsewhere for better opportunities.
-
Flexible working models such as working from home or flexible working hours have become an important factor in attracting talent.
-
Active listening and regular feedback help to identify warning signs at an early stage.
How can companies attract talent?
Measure 1: Flexible and modern work organization
The classic routine of commuting, working, and sleeping has had its day. Employees want to balance their professional lives with their everyday lives, not the other way around. Two or three days of working from home per week, flexible working hours, or a four-day week: it is precisely this freedom that can make all the difference.
When employees can pick up their children at 5 p.m., start earlier, or consciously take a break on Friday afternoons, it signals trust. This flexibility strengthens motivation and promotes commitment to the company.
Measure 2: An attractive compensation package
Salary remains a decisive factor in attracting qualified professionals. At the same time, many candidates today pay attention to the overall compensation package. This includes bonuses, profit sharing, pension solutions, high-quality supplementary insurance, fully paid parental leave, meal allowances, or contributions to commuting costs.
Instead of offering as many benefits as possible, it is worth checking which ones are actually relevant. In an industry such as construction, for example, good supplementary insurance may be more important than a contribution to commuting costs if employees work on construction sites every day.
Good to know: Some companies offer a retention bonus. This bonus is offered to particularly valued employees to keep them with the company for a certain period of time.
Measure 3: Corporate values in practice
“I liked my job, but I could no longer identify with the company.” This sentence is becoming increasingly common in recruiting. Younger talents in particular pay close attention to the values that a company actually lives by. For many, this is becoming a decisive selection criterion.
However, it is important that values are credible. Statements about sustainability, diversity, or social responsibility on the career page are not enough. Many candidates actively seek information and check whether a company's actions match its promises.
How can talent be retained in the company?
Measure 4: A well-thought-out onboarding process
More than 50 percent of employees who experience a negative onboarding process actively look for a new job later on (Gallup, 2025). This is hardly surprising. The impression a company makes is decided in the first few days.
A structured onboarding process helps new employees quickly find their feet and feel welcome. Work equipment and administrative documents should be available from the outset. At the same time, it is important to support new colleagues, integrate them into the team, and familiarize them with the corporate culture. This creates the right conditions for a successful start in the company right from the outset.
Measure 5: Clear development prospects
Those who see no prospects will sooner or later start looking around. Conversely, it boosts motivation when employees know that they can develop further, take on new roles, or expand their skills.
That's why development opportunities should be transparent and comprehensible. Employees should know what career paths are available and what criteria apply. Development discussions and open communication about internal positions or projects also support internal mobility.
It is equally important for managers to define development goals together with their employees and review them regularly. Those who know where the journey can take them and what steps are necessary are more likely to plan their future within the existing company.
Measure 6: Good working conditions
An ergonomic workplace, suitable tools, a manageable workload, efficient meetings, and respectful cooperation: these factors may seem obvious, but they are crucial for satisfaction in everyday working life. When frustrations pile up, for example due to technical problems, noisy open-plan offices, or complicated processes, stress levels rise. Motivation and commitment decline, and changing jobs becomes more attractive.
If, on the other hand, working conditions are good, employees simply feel more comfortable. Less stress, fewer conflicts, and greater efficiency characterize everyday life. In such an environment, the idea of changing jobs loses its appeal.
Measure 7: A management culture based on equality
Many employees today want less hierarchy and more interaction with their direct supervisors (Swiss HR Barometer 2024). Autonomy, participation, and regular discussions are becoming increasingly important. It is equally important that employees see meaning in their work, can express their opinions, are allowed to make mistakes, and are involved in decisions that affect them.
Trust is at the heart of this leadership culture. Managers do not constantly monitor their teams, but rather accompany them. They give constructive feedback, support further development, and create a clear, safe working environment. This kind of leadership culture strengthens loyalty to the company and reduces staff turnover caused by inadequate management.
Retaining talent in a company is neither a matter of chance nor pure intuition. It requires a clear strategy, concrete measures, and continuous attention. By specifically designing working conditions, leadership, development opportunities, and recognition, you can create an environment in which employees want to stay. This loyalty is particularly valuable in a labor market with a shortage of skilled workers.
Retain employees in the long term with the right HR processes: Attracting and retaining talent is only possible if HR processes are clearly structured and employees are well supported in their day-to-day work.
