Retaining young talent: beyond salary

The employment paradigm is changing radically. The younger generations, especially millennials and Generation Z, no longer seek only stable employment: they want to live well, have time for themselves, and devote themselves to meaningful projects.

Work is no longer the centre of their identity, but rather one part of their lives. They seek a balance between professional ambition and personal well-being.

This does not mean a lack of commitment or willingness to work hard; it means that they want to put their energy into companies that share their values, have a clear purpose and allow them to grow without sacrificing their health or personal life.

According to data from InfoJobs (2025), 72% of young Spanish professionals say they would leave a company if they did not see opportunities for development or if they did not connect with its corporate culture. Salary matters, but it is no longer the main reason for staying.

What motivates young talent today?

There are four main drivers that define young talent's commitment to a company:

• Real flexibility. They want to be able to decide where and when they work, as long as they meet their objectives. Work-life balance is an essential value.
• Constant learning. They look for companies that help them grow, that are committed to upskilling and reskilling, and that offer clear development paths.
• Recognition and trust. They prefer approachable leadership based on feedback and empathy rather than hierarchy or control.
• Purpose and meaning. They want to feel that their work contributes something to the world, that it has a positive impact, and that their company is consistent with their values.

From retaining to engaging: a necessary change of mindset

For years, many companies have talked about ‘talent retention’ as if the goal were to prevent people from leaving. The new approach is loyalty and engagement: creating an environment where people want to stay, not because they cannot leave, but because they feel valued, inspired and connected to the project.

The difference is profound: while retention is about control and fear of loss, loyalty is about trust and a shared desire to grow together.

Companies that adopt this approach design richer work experiences, with opportunities for participation, sincere recognition, development programmes, a culture of genuine respect, etc.

The future of talent management is not about preventing people from leaving, but about creating reasons for them to want to stay. And these reasons always start with putting people—and meaning—at the centre.

From workers to ambassadors

Young talent does not want to be ‘retained’ with empty promises, but inspired with consistency and meaning. It is no longer about retaining people, but about making them part of a project where they want to grow and contribute.

When a company manages to make its young professionals feel fulfilled, free and connected to its purpose, it stops having employees, and starts having brand ambassadors.