Retaining International Talent: Talent management taken to another level

In Part 1 of our Expert Talk series, we explored how navigating global DEI rules and regulations creates a solid foundation for inclusion. In Part 2, we moved from compliance to practice: what managers and HR leaders can do differently to retain international talent in their teams.

Retention is not about big statements or one-off initiatives — it’s about daily, proactive practices that ensure international employees feel valued, seen, and supported.

Expert Talk Part 2: Retaining International Talent — A Practical Guide for Managers

1. Switch from Reactive to Proactive Talent Management

Traditional Dutch-style talent management assumes employees will ask for growth opportunities. Many internationals and introverts won’t.

What managers can do:

• Proactively offer career opportunities based on observed skills and potential.
• Schedule career conversations before reflective periods (summer, Christmas).
• Check in with employees who are less vocal — silence doesn’t equal satisfaction.

This simple change can prevent talent loss due to feeling invisible or underappreciated.

2. Implement Reverse Mentoring

Reverse mentoring pairs a junior or international employee with a senior leader. It flips the traditional model — and offers surprising benefits.

What managers can do:

• Identify junior employees with unique perspectives (cultural or generational).
• Train mentors and prepare leaders to listen actively.
• Avoid pairing within direct reporting lines to keep it safe and open.

The result: leaders gain fresh insights, juniors feel empowered, and cultural gaps narrow.
 

3. Rethink Career Paths

Not everyone wants to “climb the ladder.” Many international professionals prefer horizontal growth — becoming specialists rather than managers.

What managers can do:

• Offer parallel paths for vertical and horizontal growth.
• Recognise and reward expertise, not just promotions.
• Ask employees explicitly what career growth means to them.

4. Make Reviews Inclusive

Performance reviews can unintentionally reflect cultural bias. For example, Dutch “assertiveness” may come across as rude in other cultures, while silence may be mistaken for disengagement.

What managers can do:

• Define review criteria clearly — especially for soft skills.
• Train yourself and your team in cultural sensitivity.
• Evaluate behaviours in context, not through a single cultural lens.

5. Recognize the Role of Networks and Partners

Retention doesn’t stop at the office door. Employees’ personal lives and networks heavily influence whether they stay.

What managers can do:

• Encourage internationals to share their networks — they’re valuable for recruitment and branding.
• Acknowledge the importance of partners and families. If the partner isn’t happy, retention suffers.
• Explore ways your organisation can support partners (information, connections, activities).

Looking Ahead

Retention is not just about keeping people. It’s about helping international professionals thrive so they can contribute at their best.

In our next Live Expert Talk on November 7th in Utrecht, we’ll dive deeper into building an inclusive company culture — the glue that holds these practices together.