ZMG Ward Howell Explores Employee Retention through Research

Overview

• This article highlights how ZMG Ward Howell explores employee retention through research, examining the impact of financial well-being, training opportunities, and workforce segment differences on turnover.
• It presents key findings, demonstrating evidence-based strategies that organizations can use to reduce attrition, enhance engagement, and tailor retention initiatives to the needs of their employees.

ZMG Ward Howell explores employee retention through research by examining how financial well-being and training opportunities shape employee turnover, drawing on insights from the 3rd PSTD research conducted by the ZMG-RTI team.

This analysis offers a comprehensive look at how different workforce segments experience well-being, the impact of development programs, and the real drivers behind turnover intentions.

You will gain a glimpse into evidence-based strategies that can help organizations tailor retention efforts, improve engagement, and build a workforce that is resilient, motivated, and future-ready.

Why Employee Retention Demands a New Lens

With a projected 20% attrition rate in the Philippines next year. This means one in five skilled workers may leave their current roles, and organizations face mounting costs from turnover and lost productivity.

Beyond salary and benefits, Filipino employees increasingly seek holistic support that addresses financial well-being, growth, and work-life balance. This raises the stakes for employers relying on traditional retention strategies.

Companies must move beyond assumptions and leverage evidence-based insights, using data and research to understand why employees leave and what interventions truly drive engagement and loyalty.

ZMG Ward Howell Employee Retention through Research

We leverage data-driven insights to uncover the factors that truly influence employee retention, from financial well-being to professional development opportunities, based on a survey of 178 full-time Filipino employees aged 21 and above.

Our research emphasizes how evidence, not assumptions, can guide organizations in designing strategies that effectively engage employees, address their needs, and strengthen long-term commitment.

Key Finding #1: Financial Wellbeing Directly Influences Turnover Intention

Our research reveals a clear negative correlation between financial well-being and turnover intention, with 34% of employees reporting that they feel behind on their finances.

This risk is particularly pronounced among entry-level staff, who exhibit the highest rates of below-average financial well-being scores and the highest rates of financial stress. This highlights their comparatively lower financial comfort.

In contrast, managers report the highest percentage of above-average financial well-being, reflecting stronger financial stability at higher organizational levels. These findings underscore the critical role of financial wellness in retention: employees who feel financially insecure are significantly more likely to consider leaving their roles.

Companies that offer fair pay, financial education, and planning resources proactively strengthen employee loyalty, reduce turnover, and maintain productivity across all levels.

Key Finding #2: Training Opportunities Strongly Mediate Turnover Intentions

Training opportunities have proven to be a critical driver of employee retention, though perceptions vary significantly across different levels of the workforce.

Our research shows that managerial staff rate training most positively, with only 18% seeing opportunities as below average and 26% rating them above average, indicating higher satisfaction and perceived value.

Entry-level employees show a similar proportion rating training as above average (26%), but a larger share (28%) feel their training is below average, reflecting some unmet needs.

Meanwhile, intermediate-level employees report the least satisfaction, with 32% rating opportunities as below average and only 22% above average.

Overall, 47% of respondents believe their employers invest extensively in training, yet 37% feel that the programs are not tailored to their unique needs. These findings highlight that while managers perceive training positively, entry-level and intermediate staff see room for improvement, emphasizing the need for personalized, meaningful learning initiatives to strengthen engagement and reduce turnover.

Key Finding #3: Different Employee Levels Experience Financial Wellbeing & Training Differently

Analysis of our data reveals that employees at different levels experience financial well-being and training opportunities very differently, which has direct implications for retention strategies.

Entry-level employees report the lowest levels of financial well-being, making them the most likely to consider leaving, with attrition risk notably higher than other groups. This reflects the broader trend where one in five skilled Filipino workers may exit their roles next year.

In contrast, managers tend to perceive training initiatives most positively, indicating that development programs resonate more with mid- to senior-level employees who may already have greater access or alignment with available resources.

These disparities underscore the need for tailored retention strategies: organizations cannot adopt a one-size-fits-all approach.

ZMG Ward Howell’s Perspective: Retention through Human Capital Intelligence

We view human capital data as the foundation for informed talent decisions, recognizing that effective retention goes beyond recruitment or basic compensation.

Our research shows that understanding employees’ financial well-being, training experiences, and career aspirations provides critical insights into why they stay or leave.

By leveraging this intelligence, we help organizations benchmark compensation fairly, evaluate the real impact of training programs, and uncover the true drivers of turnover across different employee segments.

This evidence-based approach allows leaders to design retention strategies that are tailored, measurable, and aligned with both business objectives and workforce needs.

Rather than simply filling roles, we act as strategic advisors, guiding companies in creating employee experiences that anticipate workforce trends, address vulnerabilities, and strengthen engagement.

Key Takeaway

ZMG Ward Howell explores employee retention through research, demonstrating that data-driven insights into financial wellness, training experiences, and workforce expectations are key to reducing turnover and enhancing engagement.

To transform your retention strategy with evidence-based insights, partner with ZMG Ward Howell. Our team helps organizations benchmark compensation, evaluate training effectiveness, and understand the true drivers of employee turnover, enabling leaders to create tailored, impactful solutions.

Reach out to us now to turn human capital intelligence into actionable strategies that strengthen your workforce and drive sustainable growth.