How Top Companies Recruit and Retain the Best Talent

The most successful companies don’t treat hiring as an afterthought. They make it a core part of their business strategy.

Too often, recruiting is reactive: companies scramble to fill roles only when the need becomes urgent. But talent isn’t just a byproduct of growth. It’s the foundation of it. The best companies take a proactive, strategic approach to hiring, just like they do with product development, marketing, or sales.

So what sets them apart?

A world-class team doesn’t happen by chance. The best leaders build intentional, talent-first strategies, because your business will only grow as fast as you can hire the right people.

Retention has never been our strategy. Development is. Engagement is.

We don’t hire to retain. We hire to grow, people and the company.

At ADC, we look for sharp minds with strong values: people who are curious, collaborative, and want to build something meaningful together. Our collective model gives them real responsibility, freedom to act, and a network of brilliant, kind people to learn from. That’s where the magic happens.

We don’t micromanage careers. We co-create them. From day one, it’s about clarity of expectations, shared goals, and opportunities to make a real impact. If you’re looking to coast, you’ll hate it here. But if you’re into learning fast, being challenged, and working with great people, you’ll probably stick around.

Retention is a side effect of building the kind of place where people want to stay, because they’re becoming the best version of themselves.

In an ever-changing economic environment, attracting and retaining top professionals is no longer just an objective but a strategic necessity.

The current job market, which is becoming increasingly competitive, means that the best professionals do not apply to job ads. They are not actively looking for a job because, in most cases, they are already well-positioned, appreciated, and rewarded. Therefore, companies that truly want these talents cannot wait passively, they must identify them, initiate an authentic dialogue, and create a real connection between their aspirations and the organization’s vision.

We, the recruiters, are the architects of this process. We do not hunt for resumes, but we build relationships. We talk to professionals in the industry, understand their motivations, and identify that point where a change becomes not just possible, but desired. We don’t sell them a job; we present them with an opportunity that can transform their career. The major difference in the recruitment process approach is the ability to position this change as a strategic step, not just a simple career move.

Attracting candidates lays the foundation for success, but retention and development are what ensure long-term performance.

Organizations that succeed in keeping their employees motivated and engaged understand that success doesn’t depend solely on an attractive salary package but on creating an ecosystem where people can evolve, are intellectually challenged, and see their real impact on the business.

Top talent does not stay in a company just for security, they seek meaning, autonomy, and continuous development opportunities.

In an era where technology can be rapidly replicated and competitive advantages constantly shift, the only sustainable asset of an organization is its team. That’s why top companies do not view recruitment as an operational function but as a business strategy.

The difference between a company that survives and one that dominates the market is the quality of its people.

There are three basic, yet powerful factors that top B2B SaaS companies get right, in order to both hire great talent and retain it. They are: Earning, Learning, and Yearning.

Great compensation attracts great talent. Salary matters most, but don’t stop there. Think commission, equity, pension, wellness benefits, and more. Your compensation package reflects the level of talent you’re aiming to attract and retain.

Want to hire Champions League? Pay Champions League.

A good recruiting partner can help with salary benchmarking for your roles and regions. And remember: your best people are getting poached every day. Don’t be penny wise and pound foolish.

People do not only work for a paycheck, they also work to grow. Make sure you’re offering real opportunities for skill development, career advancement, and personal growth. Boredom sets in faster than you think. Challenge your people. Invest in them. Push them to become better versions of themselves every day. At Nobel for example, every team member has a personal career plan that we revisit every 6 months together.

Humans crave meaning. We want to feel like we’re part of something bigger than ourselves: a mission, a movement, a team that matters. Build a company culture where people feel their work has purpose. Make it clear you’re doing more than just driving shareholder value.

Nail these three pillars, and hiring and retaining top talent gets a whole lot easier. Nobel helps B2B SaaS companies hire game-changing GTM talent across Europe.

Attracting and retaining talent is increasingly challenging in today’s fast-changing, competitive market driven by remote work and AI. Many companies (especially startups and agencies) struggle to find top talent. And when they do, they often fail to retain them if they don’t scale quickly.

Here’s what you can use for a winning strategy:

● Remote work unlocks global talent but requires async collaboration, a strong culture, and
a solid work ethic.
● Location-independent pay ensures fairness, focuses on impact over geography, removes
bias, and encourages diversity.

● Predicts retention risks and personalizes outreach for better engagement. AI-driven
insights help anticipate churn and optimize underperforming actions.
Retaining Talent Beyond Paychecks

● Even for startups, having a clear career growth path is crucial. AI career pathing helps
employees visualize their progress and impact within the company.

● Skill-based development ensures teams remain competitive. Focus on non-negotiable
skills while fostering continuous learning.

● Results-driven culture values output over hours worked. In an async and remote work
environment, results matter more than strict schedules.

● Remove geo barriers and tap into global talent pool.

● Use AI for faster, non-biased hiring.

● Focus on career growth & autonomy.

Companies that embrace these shifts will dominate the future of hiring and position themselves as market leaders

Hiring great people isn’t just about throwing big salaries at them.

The best companies make sure talent actually wants to work for them—and stick around.

Here’s what I’ve seen work:

If it feels like you’re struggling to get in applications without ‘begging’ candidates, something’s off. Companies that attract top talent naturally have a strong employer brand. They show what it’s like to work there, highlight real success stories, and make it clear why someone should join.

A long, slow, overcomplicated hiring process kills momentum. The best companies keep it efficient, communicate well, and respect candidates’ time. Also, great candidates don’t put all their eggs in one basket. They’re usually in multiple processes, figuring out the best fit. If your process drags, someone else will move faster and scoop them up.

Top performers don’t stick around if they feel stuck. Companies that invest in learning, career progression, and internal mobility keep people engaged. If employees see a future with you, they won’t be looking elsewhere.

Rigid structures push people away. The best companies give employees autonomy, trust them to do their jobs, and offer flexibility. Hybrid work, mental well-being support, and a strong culture make a huge difference in retention.

Good pay is expected, but real retention comes from making people feel valued. Performance-based incentives, equity, meaningful benefits, and a culture that recognizes effort keep people invested.

I’ve seen this firsthand in recruitment – companies that get this right don’t struggle to hire or keep their best people. They build a place where people want to stay, not just a job they tolerate.

Attracting and retaining top talent is one of the biggest challenges companies face today. As a Talent Partner at Chapter 2, I work with some of the world’s leading companies to help them build and maintain high-performing teams.

Chapter 2 specializes in talent acquisition and retention strategies, partnering with industry leaders like Monday.com (a major player in B2B SaaS work management solutions) and Ratepay (a fintech powerhouse).

Through my experience working with these and other top companies, I’ve seen firsthand what separates successful talent strategies from the rest. In my opinion, these are the key factors consistently drive hiring and retention success:

In today’s competitive job market, top candidates don’t wait. Companies that provide clear communication, structured interview stages, and quick decision-making are far more likely to secure top talent.

Job seekers aren’t just looking for their next role. They’re thinking about long-term growth. Companies that can clearly outline career progression during the hiring process create a strong value proposition for candidates. The best organizations don’t just sell a job; they present a future.

The modern workforce values flexibility more than ever. Whether it’s remote, hybrid, or flexible working hours, offering adaptability in the workplace is no longer a perk—it’s an expectation. Companies that prioritize work-life balance and autonomy tend to attract and retain the most sought-after professionals.

In my experience, companies that embed these principles into their hiring and talent management strategies create not only a stronger workforce but also a thriving company culture.

Over time, I’ve learned that hiring and keeping great employees goes beyond high salaries. As Richard Branson says, “Take care of your employees, and they will take care of your business.” A strong work culture, smooth onboarding, and regular recognition are key to keeping teams engaged.

People stay where they feel valued, and as Dale Carnegie put it, “People work for money but go the extra mile for recognition, praise, and rewards.”

But hiring is just one part—keeping employees is crucial. Flexibility now rivals salary. More people prefer remote work, flexible hours, and work-life balance. Companies that adapt to this have the edge. Listening to employees, fostering mentorship, and investing in growth creates a thriving workplace.

As Branson says, “Train people well enough so they can leave, treat them well enough so they don’t want to.” Businesses that prioritize culture, engagement, and flexibility will attract and retain top talent in 2025.

Top companies use all the typical recruitment strategies—until they realize there’s a simpler way: hiring a headhunter focused on their specific roles. Especially in the technology industry, the talent-hunting approach is still the norm.

Finding the right candidate starts with a discovery call between the headhunter and the hiring manager. In this call, the hiring manager explains the details of the positions they are looking to fill.

The headhunter asks questions about the work environment, company culture, and specifics of the role. Then, as a talent hunter, I begin by creating candidate personas and a tailored strategy to find them. I rarely post jobs—this is not part of my typical strategy. I rely mostly on my personal network and targeted outreach.

Top EU and US companies are generally looking to hire specific profiles—candidates who fit their culture, adapt quickly, and can deliver value fast. I consistently provide exactly this type of service, and it’s a joy to see my candidates thrive in such companies for years.

While employer branding is one of the most effective tools for attracting candidates, personal branding is the best investment someone can make to position themselves in front of talent hunters.

In the past few years working in tech recruitment, I’ve seen AI disrupt all industries at an unprecedented pace, forcing companies to rethink their processes and who and how they hire and how to retain their knowledge and talent.

Keeping up with technology is important, but what truly sets some companies apart in their success and sustainability is prioritizing useful skills over degrees or past job titles. This is especially critical in tech and AI-driven roles, where traditional hiring criteria often miss top talent.

I’ve learned that the best hires aren’t always from top schools or brand-name companies – they’re the ones who can prove their skills. A self-taught developer can easily outperform graduates of prominent universities because hands-on experience with cutting-edge knowledge (for example AI and security) is more relevant.

We at UPFLINX firmly believe that successful hiring must move beyond resumes that prioritize pedigree over proficiency. And to that purpose, using the right tools is paramount to ensuring fair and non-biased recruitment.

To attract the right talent, companies should:

The question isn’t whether your company should adopt skills-first hiring—it’s whether you can afford not to. The key is simple: find the right people based on what they can do, give them the tools to keep growing and help them bring in innovation and progress for the company.

How do companies still manage to attract the right people? (Or why do we continue to miss out on valuable candidates…)

Recruitment has radically changed in the last five years. Since 2020, we’re no longer talking about the same professional landscape. Candidates have changed. The market has changed. Yet many employers remain anchored in those outdated methods.

And the result?

Valuable candidates get lost along the way.

Why?

Because ATS (Applicant Tracking System) filters based on keywords, not on passions, values, or genuine skills. Because HR departments have too often ended up with exhausted, burned-out people, or simply those lacking empathy. And, honestly, we’re not judging them; we’re just observing a reality…

But the truth is that empathy is the rarest soft skill in HR in 2025. So how do you attract the right people?

First of all: ditch the corporate jargon. Create job postings that are clear, transparent, direct, and attractive. Say exactly what will be done. Say what you offer. Say what you require

Yes, salary matters. And flexibility is a differentiator. Companies that force employees to return full-time to the office limit their access to the best candidates. The hybrid model remains a balanced solution – and a sign of respect for people’s time and lives. • Introduce personality tests into the recruitment process.

When you know who the person is, what motivates them, and what makes them shine, you can integrate them much more easily into the team.

You’re not just hiring a resume. You’re hiring energy, dynamics, a story. • And perhaps most importantly: Recruitment is marketing. But onboarding is magic.

The first days on the job can transform a new employee into either a fan or an adversary. Give them a warm welcome. Clearly communicate your expectations. Make them feel that their place truly matters.

In conclusion? Those who communicate well recruit well. Those who attract with authenticity build strong teams.

No one wants the same templated, copy-paste job ads. People want to feel that the place they go has meaning. And you know what the irony is?

Most candidates don’t even read the postings. They apply at random.

Why? Because nothing catches their attention. Nothing inspires them.

But you can be the exception. You can write differently. You can recruit differently. You can lead differently.

If you want to attract and retain top talent, treat them as two sides of the same coin – you can’t succeed at one without the other. While this requires consistent effort across hiring, onboarding, leadership, and development, your real competitive advantage lies in your culture.

Simply put, culture is what people do when no one is watching – and it either pulls great people in or pushes them away.

Start from the inside out: define who you are, what you stand for, and how that shows up – clearly and consistently – in the employee experience. Your organizational culture is a living system. It will either evolve on its own or be shaped intentionally.

To steer it in the right direction, you need clarity, deliberate choices, and daily reinforcement through behaviors, systems, and aligned leadership practices.

In a talent-scarce world, take a step back and examine your organization with fresh eyes. Map each person’s role, contribution, and impact against the energy, effort, and outcomes they bring. Are these in balance?

If not, that’s your cue to realign. When people feel seen, valued, and connected to something meaningful, they stay, grow, and give their best. And that’s the kind of company top talent wants to be part of.

Recruitment in 2025 is as dynamic and changing as the times we are living in. Recruitment is as agile as possible to be able to shift from day to day to accommodate the business needs of the employer.

One of the best practices in recruitment still is the idea of hiring people based on their native qualities, affinities and capabilities, and not just for the skills; skills can be taught, but personal strengths can not.

The employers that are hiring people for their natural qualities and understand that skills can be taught, have a natural inside pool for employees that could be used in various projects, not to be mistaken for multiple projects at the same time.

Also, they have options for retaining talented people if they grow their employees and expand the skills each one posses.

To retain talent at our company, we focus on building a culture of trust, flexibility, and understanding. We value healthy debates and arguments over ego because it leads to better decisions and stronger relationships.

We empower people to own their ideas, drive them forward, and see the direct impact of their work on the company’s success, that’s what keeps them motivated and engaged.

We keep communication down-to-earth and approachable, regardless of someone’s role. And when life happens, we don’t just apply a one-size-fits-all approach, we find solutions together and offer support that actually fits the situation.

Making sure people feel valued and recognized is a big part of retention. To make this work, investing in leadership development is crucial, it gives our managers the skills and tools to support their teams effectively and keep things moving in the right direction.