¿Cómo retener los mejores talentos y crecer rápidamente?

As organizations grow rapidly, retaining top talent becomes one of the most pressing challenges. Scaling up introduces complexities that require innovative approaches to meet employee expectations and maintain operational stability. While financial incentives remain important, long-term retention depends on factors such as purpose, well-being, and alignment with organizational values. Leadership plays a crucial role in fostering an environment where employees feel valued, engaged, and motivated to contribute to the company’s success.

Why retention matters in a scaling organization

Retention is not just about preventing employee turnover; it is about building a resilient organization capable of sustaining growth. High attrition disrupts workflows, increases recruitment costs, and damages morale. Moreover, losing key employees can result in a loss of institutional knowledge and weaken the organization’s ability to innovate.

Philippe Gilet, CTO and Co-Founder at Alédia (µ-display), emphasizes, “True talent stays if they believe in the mission and receive fair compensation, but long-term retention requires much more than pay.” Anika Grant, Advisor in Workforce Transformation (former Chief People Officer at Ubisoft, Senior HR Director at Uber, and Global HR director at Dyson), further elaborates, “When you’re focused solely on growth, you can lose sight of business practices and the well-being of your people, which directly impacts retention.”

Additionally, a clear connection between an employee’s role and the company’s mission is critical. Employees who see their impact on the organization’s broader goals are more likely to remain engaged. “Retention is fundamentally linked to purpose,” notes Aarthi Scott, Managing Director, Large Customer Sales for UK and Ireland at Google, “Employees need to feel their work contributes to something greater.” Organizations with high retention rates are often those that invest in aligning individual roles with the company’s overarching vision.

Research also highlights the financial implications of poor retention. According to studies, replacing an employee can cost up to twice their annual salary. This makes retention a strategic priority not only for employee well-being but also for cost management and operational stability.

Challenges of retention during rapid growth

One of the biggest challenges in retaining employees during periods of rapid growth is the misalignment between individual aspirations and organizational goals. As roles evolve and priorities shift, employees may struggle to find their place within the changing structure. Virginie Hola, Chief Operating Officer at Rainmaking APAC, points out, “You need to identify signals of disconnection between someone’s motivation and where the company is headed to start considering necessary changes.”

Additionally, the pressure to deliver results can lead to burnout, especially among high performers. Aarthi remarks, “Moments of significant change test not only individuals but also the team dynamics, highlighting the need for adaptability.” Rapid scaling often creates situations where employees are asked to take on responsibilities beyond their experience, resulting in stress and reduced engagement. Anika añade, “In hyper growth environments, people can find themselves managing large teams without the preparation or training needed, creating frustration for both them and their teams.”

Retention challenges also arise from insufficient investment in leadership and communication during transitions. Poorly communicated changes or a lack of transparency can lead to confusion and mistrust. Jean-Christophe Simon, Group R&D Director and Member of Executive Committee at Thuasne notas, “Employees need clarity about their role in the organization’s journey, especially during periods of significant change.”

Effective retention strategies

To retain top talent in a high-growth environment, organizations need to implement strategies that go beyond conventional methods. These include:

• Building trust through transparent communication: Regular feedback loops ensure employees feel heard and valued. Open communication fosters trust and reduces the uncertainty that often accompanies rapid changes.
• Fostering a sense of purpose: Employees are more likely to stay engaged when they understand how their work contributes to the organization’s mission. “Cultural alignment starts with leaders modeling the behaviors they want to see across the organization,” Aarthi explains.
• Prioritizing company culture: Company culture plays a vital role in retention, especially during scaling. Anika reflejos, "When you’re growing quickly, particularly across countries, cultural norms that make sense to you might be misunderstood elsewhere. You need to be deliberate about defining behaviors that underpin your culture.” Organizations like Uber achieved high talent density by focusing on cultural fit during hiring, ensuring new employees shared the company’s values.
• Providing tailored growth opportunities: Matching employees with roles that align with their aspirations and strengths is critical. Olivier Prestel, interim CEO (former VP at IDEMIA, MD at Thales and Export Director at Airbus) advises, “Position people in missions that resonate with them to maintain their engagement.” Growth opportunities should be flexible enough to adapt to individual needs.
• Recognizing and rewarding contributions: Recognition goes beyond monetary incentives. Publicly acknowledging achievements, offering career development pathways, and creating an environment of appreciation can foster loyalty and commitment.
• Ensuring well-being and work-life balance: Anika reflejos, "In hyper growth environments, you must invest in well-being programs to counteract the risks of burnout and disengagement.” Initiatives such as flexible working arrangements and mental health support signal that the organization values its employees beyond their output.

Retention is not merely an HR initiative but a cornerstone of sustainable growth. By addressing challenges such as misalignment and burnout while implementing proactive strategies, organizations can build a stable and motivated workforce. A deliberate focus on company culture, purpose, and employee well-being ensures that top talent remains engaged and committed, driving the organization toward long-term success. 

As companies invest in retaining their workforce, they lay the groundwork for evaluating the leadership potential needed to sustain and scale their operations effectively—a topic we will explore in the next article.

Conozca a los expertos:

Estos artículos presentan las perspectivas de seis líderes de la industria con amplia experiencia en liderazgo, estrategia organizacional, innovación y gestión del talento. Su experiencia en diversos sectores, desde gigantes tecnológicos hasta capital privado, creación de empresas y deep tech, aporta valiosas perspectivas sobre el crecimiento organizacional, la creación de equipos de alto rendimiento y la gestión de los desafíos del liderazgo.

Las ideas compartidas en este artículo reflejan las experiencias y perspectivas personales de los colaboradores. No representan la postura oficial de ninguna empresa u organización.

Philippe Gilet – Director de Tecnología y Experto en Desarrollo de Liderazgo

Philippe Gilet is a technology leader and manager coach with deep expertise in strategic leadership assessment, team development, and corporate innovation. As CTO & co-founder of Aledia, he has led groundbreaking R&D initiatives. His work focuses on identifying and developing leadership potential, guiding Managers in scaling organizations, and ensuring strategic alignment.

Anika Grant – Directora de Recursos Humanos y Asesora Estratégica de RR.HH.

Anika Grant is a global HR leader and transformation expert with over 25 years of experience. She has led major organizational and cultural change initiatives at Uber, Dyson, and Ubisoft, where she was Chief People Officer. Anika specializes in leadership development, workforce transformation, and cultural evolution in high-growth environments. Now, she advises companies on HR strategy, talent retention, and leadership alignment.

Aarthi Scott – Growth, Innovation, and Business Transformation Leader

Aarthi Scott es una líder ejecutiva en transformación empresarial, éxito del cliente y planificación estratégica. Actualmente es Directora General de Google y ha desarrollado una carrera centrada en el liderazgo interdisciplinario, el crecimiento empresarial a gran escala y la alineación ejecutiva. Su experiencia abarca la innovación centrada en el cliente, el liderazgo operativo y el desarrollo de liderazgo en organizaciones globales.

Virginie Hello – Directora de Operaciones y Creadora de Empresas

Virginie Hello es una líder emprendedora especializada en creación de empresas, estrategia de liderazgo y transformación empresarial. Como directora de operaciones de Rainmaking APAC, ha liderado iniciativas de innovación corporativa y ha ayudado a startups a expandirse internacionalmente. Su experiencia abarca la gestión del talento, la estructuración de equipos de liderazgo y la transformación cultural en entornos de alto crecimiento.

Jean-Christophe Simon – Estratega de Liderazgo Ejecutivo e Innovación

Jean-Christophe Simon es un ejecutivo experimentado y estratega de innovación con una trayectoria profesional que abarca corporaciones multinacionales, capital riesgo y startups de tecnología avanzada. Ha ocupado puestos directivos y en juntas directivas en fusiones y adquisiciones, I+D y estrategia corporativa, incluyendo en Groupe SEB, Nikon y Essilor. Actualmente, asesora a empresas en la alineación de liderazgo, la innovación y el desarrollo de equipos de alto rendimiento.

Olivier Prestel – Director ejecutivo y especialista en gestión del cambio

Olivier Prestel es un experimentado CEO y experto en transformación con una sólida trayectoria internacional, habiendo vivido y trabajado en Europa, Asia y Estados Unidos. Ha liderado equipos multiculturales y transfronterizos, y gestionado empresas internacionales que atraviesan complejas transiciones de mercado. Su experiencia se centra en la gestión del cambio, la resiliencia organizacional y el desarrollo de equipos de liderazgo, ayudando a las empresas a escalar eficientemente, manteniendo la agilidad en entornos globales dinámicos.