Restless talent, ineffective onboarding and leadership gaps are quietly fueling a new wave of employee turnover
Organizations are seeing signs of retention risk, and Richard Antosik, Chief Client Officer and COO at The Talent Company, is seeing it unfold in real time. Across sectors, companies are watching employees who joined in the last two to three years grow restless.
The insights and feedback from roundtables, peer groups and hiring leaders is clear: retention isn’t just a risk, it’s already a problem.
“Many are considering making a move, not necessarily because of dissatisfaction but because they have the itch to try something new,” he says.
That restlessness may sound familiar. The aftershock of the so-called “great resignation” is still being felt, and while it may not have the same intensity, the warning signs are back.
“The concern for talent acquisition teams is that they’re not far removed from the pace of change during the great resignation. While this isn’t quite the same level of movement, it’s definitely an echo of that period,” he explains.
Even in a cooler job market, the interest in change remains. This mismatch, where demand for change outpaces supply of opportunities, creates a short window where companies can act if they’re paying attention.
“When roles do open up, we get flooded with candidates, but the volume of openings is much lower than before,” he says.
This issue isn’t confined to a few industries. Antosik notes it is present across sectors, but there are some with heightened anxiety.
“It’s pretty widespread, but we are seeing more concern in the manufacturing sector, likely due to current global and macroeconomic pressures. There’s also a lot of activity in banking and financial services, often tied to growth in those sectors,” he says.
While the problem is widespread, its impact varies by role and level. But a few consistent themes emerge.
“First is onboarding. This applies across the board, from first-time managers to the C-suite,” he says.
What used to be informal—hallway chats, spontaneous introductions—now requires structure and intention, and the senior level, in particular, demands more tailored support.
“Strong onboarding programs today need to go beyond setting up technology or meetings,” he adds. “Especially at the senior level, it’s crucial to work with onboarding coaches who can support new hires through the nuances of the organization when leaders themselves are stretched thin,” he says.
This goes hand in hand with the executive team dynamic—a make-or-break factor in retaining senior talent.
“Organizations often promote strong individual performers or bring in new executives with fresh perspectives. But working effectively as a high-performing team is a skill, and one that many leaders haven’t had to develop,” he says. “Those who don’t invest in this often see top performers leave, not because they don’t believe in the company, but because they weren’t set up to thrive with the team,” he explains.
Retention, in his experience, is about creating conditions where people want to stay longer.
“There are no guarantees someone will stay for 5 to 10 years. But if a top performer who was considering leaving after 2 years stays for 5 because they’re well supported, they’re learning, and they’re surrounded by a strong team and leadership, that’s a major win,” he says.
And what’s driving this now, despite a softer job market? For Antosik, it often starts on day one.
“Employers convince someone to make a move, but then day one arrives, and the experience doesn’t match what was promised,” he says.
That clash can encourage quick exits, especially when people know their value and feel they have options. Leadership also plays a central role in this, as when leadership is missing or misaligned, attrition follows.
“Great leaders act as ambassadors for their people, even when they’re not in the room,” he says. “Poor leadership, whether it’s inconsistent, absent or unsupportive, is one of the fastest ways to lose talent,” he explains.
To retain top talent, organizations need to focus on the moments that matter most, starting with onboarding, team dynamics and leadership support. Taking thoughtful action in these areas will help people stay longer and contribute more meaningfully, Antosik says.
