The retention illusion - staying despite poor talent practices

In Zimbabwe and other high-unemployment economies, retention is often treated as proof of strong culture and good leadership. That assumption is dangerously flawed.

In this episode, we unpack why people stay even when they’re disengaged, how labour-market scarcity distorts retention metrics, and why organisations confuse stability with health. We explore how risk-avoidance, delayed talent decisions, and fear of exposure quietly erode capability while headcount remains unchanged.

If your people aren’t leaving, the real question is not why they stay, it’s whether they would choose to stay if they had options.

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