Abstract: The companies would now prosper if they could only reject the idea of employees as short-term assets and learn to cherish the upkeep of such assets for boosting overall performance. The very aim of this study is to analyze the mediating relationship of employee retention on organizational strategies with respect to individual performance outcomes. Based on empirical survey data obtained from professionals across different sectors, the research explored how the likes of talent development, technology integration, and organizational support affect the performance of employees indirectly, through retention. By and large, the findings show that employee retention plays a very distinctive mediating function, thereby strengthening the link between organizational initiatives and productivity in the workforce. High retention was found to correlate positively with actual job satisfaction, commitment, and ultimately better individual performance outcomes. Conversely, turnover on the other hand destabilizes the team and disrupts knowledge continuity to the detriment of performance. This study certainly adds to the existing literature on the imperative of integrated talent management policies focusing on the prospects of long-term employee engagement. The insights presented are beneficial to HR managers, heads of business, and policymakers who aspire to create high-performing organizations. By and large, the study leads to the conclusion that retention is not merely an HR action. It is, rather, an organization-wide strategic requirement for sustaining a competitive advantage.

Keywords: Employee retention, individual performance, Talent management, Employee engagement, Mediating effect

| DOI: 10.17148/IARJSET.2025.12504