Talent Retention Strategies: A Strategic Approach to the Sustainability of Human Capital in Educational Organizations

In a global context marked by high competitiveness and professional mobility, retaining qualified talents has become one of the greatest challenges faced by organizations, especially within the Mozambican educational sector, where poor working conditions, weak recognition policies, and high staff turnover prevail. Although human capital is widely acknowledged as a strategic asset, most retention policies in Mozambique remain focused on financial incentives, overlooking motivational, developmental, and cultural dimensions that sustain employee commitment. This article aims to analyze the talent retention strategies adopted by Mozambican educational organizations, highlighting key factors that influence professionals’ permanence and engagement. It adopts a qualitative, exploratory, and descriptive approach, grounded on a bibliographic review of classical and contemporary authors in human resource management, such as Chiavenato, Gil, Dionísio, Maximiano, and Câmara et al. The theoretical findings reveal that effective retention depends on the integration of economic, psychological, and cultural factors, being stronger when associated with participative leadership, symbolic recognition, development opportunities, and ethical coherence. The study concludes that retaining talents is a multidimensional and ethical process, essential for the sustainability of educational organizations, the stability of professional teams, and the social and human development of Mozambique.