Wiley Workplace Intelligence looked at factors that maximize retention and engagement, what most HR leaders say keeps them up at night (Beck & Carney, 2026). They surveyed 1,459 individuals about career development and they found two specific, measurable things that have a surprising impact on whether people are engaged and intend to stay with the organization.
The strongest predictor of both retention and engagement was how much time a manager gives to develop their direct reports. This isn’t asking managers to become career coaches or build formal development plans – it’s asking them to have the bandwidth to be present. This justifies making a business case for protecting manager time, thereby saving replacement and lost productivity costs.
Employees were also direct about what will move engagement for them: skills development and training.
What Leaders Can Do
1.Protect manager time for development, deliberately. Build it into how manager workload gets planned.
2. Let the data set your priorities, not just intuition. Before building a new program from scratch, check whether training investment matches where your employees already say the need is.
3. Treat manager availability is a retention metric, not a culture nice-to-have. Protect manager availability as seriously as any other retention lever.
4. Use manager conversations as a lower-cost complement to training. Regular, lightweight check-ins are a fast way to show progress on this while longer-term skills investment gets built out.
Wiley’s suite of professional solutions provides a structure and common language to help empower your entire organization with the skills needed to get to the next level. From building better teams with The Five Behaviors®, improving understanding to create an engaged, collaborative and adaptive culture with Everything DiSC® on Catalyst™, or helping you make confident hiring decisions with PXT Select®, I can provide you with innovative solutions to help make your workplace a better place. DM me for more info or a demo!
