The Talent Equation: HR Directors Explore How to Compete for Engagement When Pay Isn’t Enough
Last month, senior HR and People leaders from across the UK joined us at Eversheds Sutherland’s Nottingham office for our first in‑person HR Director Boardroom of the year. The session, “The Talent Equation: Competing for Engagement When You Can’t Compete on Pay”, brought together a diverse group of practitioners to discuss one of the defining challenges facing organisations today.
The conversation was expertly chaired by Vanessa Kelly, Principal Associate in Eversheds Sutherland’s Employment, Labour & Pensions Practice Group. Vanessa’s deep expertise in TUPE, complex restructures, employment legislation, and large‑scale organisational change set the tone for a session grounded in both legal rigour and real‑world practicality.
We were also privileged to be joined by our keynote speaker, Shirley Miller, an accomplished HR Leader and Engagement Specialist with more than 15 years’ experience shaping people strategy across pharma, technology, retail, manufacturing and professional services. Shirley is recognised for driving engagement and retention in environments where pay is not the primary differentiator – bringing a coaching‑led, purpose‑driven approach centred on development, inclusion, and psychological safety.
Together, Vanessa and Shirley helped frame a powerful conversation about what really drives performance and retention when the traditional levers aren’t enough.
Retention as a Strategic Risk – Not an HR Metric
A central theme was the re‑framing of retention as a business‑critical risk. Leaders agreed that headline attrition rates rarely tell the full story. Instead, organisations must dig deeper into the underlying emotional, cultural, and structural triggers driving people to leave — and use a blend of data, listening channels, and human insight to pinpoint what’s really happening within their workforce.
The Rise of Smarter, More Meaningful Objectives
Many attendees recognised that traditional objective‑setting processes are no longer fit for purpose. Goals that are vague, copy‑and‑paste, or disconnected from strategy are harming engagement. The group explored how more modern, behaviour‑rich, capability‑focused objectives help employees feel clarity, ownership, and connection to organisational priorities.
Shared Ownership of Engagement and Culture
A powerful point of consensus: HR cannot own engagement alone. High‑performing organisations distribute responsibility for culture, capability, and retention across leaders, managers, and teams. HR enables and challenges — but sustainable improvement happens when operational leaders fully step into their role.
Navigating a Multigenerational Workforce
Participants discussed the increasingly complex expectations across generations — from feedback frequency to purpose, progression, and trust in leadership. While different groups may express needs in different ways, the message was clear: organisations must balance flexibility and inclusion with commercial reality.
Purpose, Belonging, and Value Contribution
One of the most resonant themes was the role of purpose when pay competitiveness is limited. Employees want to feel the impact of their work and understand how they contribute to customers, communities, and the organisation’s mission. Leaders play an essential role here — making meaning visible, tangible, and authentic.
Career Pathways That Feel Realistic and Accessible
Progression came through as a major engagement driver, but not necessarily through promotions. Delegates highlighted the importance of everyday development conversations, visible pathways, sideways growth, and reframing internal mobility as a sign of strength, not compromise.
Trust in Leadership as a Non‑Negotiable
Trust emerged as one of the strongest predictors of retention. Fairness, transparency, and consistency from leaders create psychological safety — and when trust breaks, engagement quickly follows.
A Highly Engaged, Forward‑Looking Conversation
The Boardroom reinforced that when organisations can’t compete on pay, they must compete on experience – through leadership quality, meaningful work, clarity, mobility, and a culture where people feel valued and listened to.
It was a rich, honest, and energising session, and we’re grateful to everyone who contributed their reflections, challenges, and practical strategies.
To explore the full insights from the day, read the full event summary here.
