High turnover continues to be one of the most expensive and disruptive challenges facing employers in all sectors. For creatives, however, it’s particularly bleak, with retention rates within the industries sitting at around 24%, which is significantly higher than the recommended retention rate of 10%.
The fabled Great Resignation and the post‑pandemic re‑assessment of work, in general, have worked in tandem to push employees to scrutinise more than just pay. Now, they’re asking whether leaders can be trusted, whether they will be able to develop and if their organisations “feel like home.” These are big shoes to fill for any employer, which is why so many are asking the same question: “how do we keep our talent?”
To find at least a kernel of answer, I spoke with three creative‑industry leaders—Paul Aitkenhead (Head of Brand, PR and Communications at Gamma), Molly Wilton (Director of People and HR at Liberty Marketing) and Max Gethin (Brand and Marketing Leader at Wonder)—to understand why people stay.
1. Belonging and inclusion
Cristhoffer Lockhart
Paul Aitkenhead believes the most important factor in retaining talent is a sense of belonging: “They feel like they belong. It’s hard to overstate how important that is.” When people are comfortable being themselves and feel part of a team, they are more likely to stay. Molly Wilton adds that alignment of values fosters this feeling—when personal and company values align, people feel included and purposeful.
Research backs this up. The O.C. Tanner Institute notes that the factors influencing employees to stay include feelings of belonging, greater connection and autonomy. Harvard’s Division of Continuing Education observes that people want to feel they belong and matter; when employees feel like part of a team, they are more engaged. A McLean & Company study found that employees who feel comfortable being themselves at work are 5.7 times more likely to be engaged and 70 % more likely to stay. BetterUp research takes it further: employees with a strong sense of belonging are 18 times more likely to stay. Together, these findings show that belonging isn’t just a nice‑to‑have; it is a critical driver of retention.
Max Gethin notes that belonging is created through big and small gestures. Flying the whole team to the Alps or Amsterdam “isn’t just a perk” but a declaration that leadership cares. Yet he stresses that the small moments (having your back in tough times or remembering what someone did over the weekend) quietly build a culture worth staying for. Belonging is therefore both a strategic investment and a daily practice.
2. Purpose and alignment of values
Aitkenhead emphasises that people stay when “there’s a clear sense of purpose… [and] they feel like their work contributes to something meaningful.” For Wilton, alignment of personal and company values creates a sense of belonging and purpose. Without it, culture feels shallow and employees lose motivation.
Research supports this emphasis on mission. A McKinsey study cited by Forbes found that a sense of purpose, strong relationships and a supportive work environment are key drivers of long‑term retention. Gallup’s State of the Global Workplace report indicates that employees who are actively engaged are 87 % less likely to leave. Harvard’s Michael McCarthy notes that tying a task to a bigger purpose motivates employees; when people understand how their work fits into a larger mission, they stay engaged.
Creative companies often succeed when they communicate a compelling mission, whether it’s reshaping telecommunications as Gamma does or helping brands grow ethically at Liberty Marketing. When employees believe in that mission and see how their efforts contribute, they feel invested in the organisation’s success.
3. Trust, autonomy and psychological safety
“Forget titles,” Aitkenhead says. “They trust the people leading them.” To him, trust means having supportive, honest and fair leaders. Wilton echoes this with “Trust and autonomy – people want to be empowered, not micromanaged.” Gethin adds that leadership must show up every day by supporting employees in crises, giving honest feedback and even making the tea. These acts build psychological safety and trust.
The link between trust and retention is substantial. ADP’s three‑year analysis of 2,500 U.S. workers found that high levels of motivation and commitment were 16 times more likely among workers who trust their teams, 26 times more likely when they trust managers and 41 times more likely when they trust senior leaders. Harvard DCE points out that autonomy (allowing employees to choose how they accomplish their tasks) builds trust and satisfaction. Conversely, micromanagement erodes psychological safety, making people feel insecure and more likely to leave.
Trust also extends to equitable flexibility. O.C. Tanner’s research shows that employees experiencing equitable flexibility (fairness in when, where and how they work) are 679 % more likely to want to stay one more year. In the era of hybrid work, transparency about work expectations and the autonomy to meet them are critical to earning loyalty.
4. Growth and development opportunities
Aitkenhead observes that retention rises when employees can “see a future for themselves,” whether through learning new skills, gaining experience or stepping into different roles. Wilton highlights that opportunities for growth (learning, progression and new challenges) are powerful reasons to stay.
This aligns with research. The O.C. Tanner Institute found that the odds of retention increase fivefold when companies offer skill‑building opportunities and sixfold when career development plans are in place. Harvard DCE notes that professional development is critical, particularly for younger generations; Gen Z employees stay longer when they can advance. TalentLMS’s 2025 report emphasises that Gen Z workers are 5.3 times more likely to job hunt if they lack training opportunities.
Creating clear progression pathways and investing in learning programmes, mentoring and lateral moves signals that the organisation values its people’s long‑term growth. As Gethin notes, reinvesting profits into employees (through development or memorable experiences) demonstrates a long‑term ambition to build a team that grows together.
5. Team connection, collaboration and recognition
Miriam Collins
Work “feels like a team effort,” Aitkenhead says. When the day‑to‑day environment is collaborative and people genuinely help each other, employees feel they are part of something larger than themselves. Wilton notes that team connection and positive relationships make work more rewarding. Gethin underscores that recognition need not be grand; from praising a colleague’s work to checking in about their weekend, it’s the small everyday interactions that build a supportive community.
Research underscores the power of connection and recognition. O.C. Tanner’s data shows that practical empathy—leaders backing up their words with supportive actions—improves employees’ sense of belonging and makes them picture themselves staying three years longer.
A joint study by Gallup and Workhuman found that employees who receive high‑quality recognition are 45 % less likely to leave their jobs after two years. Loeb Leadership’s review of diversity and inclusion research highlights that inclusive teams are 17 % more likely to be high performing and that employees who feel they belong are 18 times more likely to stay. Such connections build not only engagement but also community resilience.
Recognition can also come through shared experiences. Gethin points out that flying the whole team to the Alps or Amsterdam sends a powerful message: investing resources in the people behind the work. Coupled with small everyday gestures (such as doing the tea round or offering honest feedback) these experiences foster camaraderie and an environment where colleagues look out for each other.
Final Thoughts
Retention is not simply a function of pay or perks. Culture plays a decisive role in whether people stay. Belonging and inclusion make employees feel part of a community; a clear purpose aligns them with the organisation’s mission; trust and autonomy create psychological safety; growth opportunities show a future within the company; and team connection and recognition build shared pride. Research across industries confirms that organisations focusing on these cultural dimensions enjoy higher engagement and dramatically lower turnover.
As creative businesses navigate the uncertainties of 2025 and beyond, deliberately crafting and nurturing culture will be the differentiator. Culture does not happen by accident. It requires consistent investment, both in grand gestures and in everyday acts of care. Companies willing to build cultures where people belong, believe, trust, grow and connect will not only retain talent but also unlock creativity and resilience that fuels long‑term success.