Retention done right: What every HR leader can learn from Elenjical Solutions
With a 91% employee retention rate, Elenjical Solutions is challenging industry norms and showing that long-term loyalty comes from culture, not just compensation. Here’s what HR leaders can learn from their people-first approach.
In an era where high turnover has become the norm, achieving long-term employee retention is both a business imperative and a strategic differentiator. Across industries, HR leaders are being asked to solve a growing talent crisis—one where skilled employees leave faster than companies can replace them. At Elenjical Solutions, that trend has quietly been defied, with a 91% retention rate in the competitive world of fintech consulting. That success hasn’t come from simply offering higher salaries or more benefits. It’s the result of building something deeper: a culture of purpose, connection, and care.
“We believe that people stay where they feel they belong,” says Kerisha Govender, Head of People at Elenjical Solutions. “That belief informs every aspect of how we work—from recruitment and onboarding to how we develop and support our teams.”
The culture at Elenjical is built on values, not vanity metrics. While the company offers competitive compensation and hybrid work flexibility, Govender notes that the real reason people stay isn’t the perks—it’s because they feel seen, trusted, and empowered to grow.
One of the clearest expressions of that philosophy is the story of Gabriel Mougoue, Elenjical’s very first employee. Gabriel met CEO Tinu Elenjical back in November 2014 while presenting his university project. At the time, he was studying electrical engineering and had no experience in capital markets. But Tinu saw potential and offered him the chance to join a brand-new company.
What followed was a journey of transformation. Gabriel started by doing overnight support for clients. Over time, he moved into more complex roles, became a specialist in reporting, and today serves as a senior Murex consultant. He also trains new graduates—paying forward the same belief and investment that helped him succeed. “For Gabriel, Elenjical Solutions was more than an employer,” Govender says. “It was a place where he was trusted, challenged, and given space to grow.”
That story is not unique within the company. It reflects a deliberate strategy to create long-term value for people, not just short-term performance. Elenjical views its team as individuals, not resources. That’s why it invests heavily in onboarding and upskilling, providing structured career pathing and technical development that continues well beyond the first year.
The company also takes mental well-being seriously. Wellness programmes, mental health support, and an inclusive team culture all contribute to a sense of safety and belonging. The leadership team plays a vital role in this ecosystem. “We don’t just manage people—we mentor them,” Govender explains. “We take the time to know each employee, understand their strengths, and support their aspirations. Recognition is part of our rhythm, not just a quarterly initiative. And when someone struggles, we don’t retreat—we step in.”
As a company that started with a single hire, Elenjical has always understood the value of every individual. That mindset has allowed the team to grow with intention, attracting people who want more than just a payslip. They want purpose. They want stability. And they want to be part of something that is evolving and meaningful.
Employee retention matters not just because it reduces hiring costs or maintains institutional knowledge, but because it reflects the emotional heartbeat of a company. “When people stay, it’s because they feel part of the story being written,” says Govender. “And when people leave, it often signals that something is misaligned. That’s why we pay close attention not just to the numbers, but to the stories behind them.”
The lesson for HR leaders is clear: retention is not a metric to manage—it’s a culture to nurture. The war for talent will not be won through incentives alone. It will be won by creating environments where people are supported, developed, and genuinely valued.
“We don’t pretend to have it all figured out,” Govender concludes. “But we do know this—when people are empowered to bring their whole selves to work, when they are given room to grow and reasons to care, they tend to stay. And in today’s climate, that might just be the most powerful strategy of all.”
Original article posted in TopAfricaNews