Redegal, Google Partner Premier agency 2025
Redegal integrates the development and consolidation of talent into its strategic policies as key elements for sustaining its growth and strengthening its organisational culture. We work continuously to retain talent .
It is our perception of people as the driving force behind transformation that propels Redegal’s growth, innovation, and adaptation. This stems not only from new technologies, processes, or structures, but also from the behaviour, capabilities, and attitude of those who make up our company.
This grounded approach has allowed us to close 2025 with a voluntary turnover rate of 5.1% . This represents a significant improvement over the figures of the last three years, dropping from 17.1% in 2023 to 8.9% in 2024, thus achieving an absolute decrease of 12 percentage points over this entire period. This closing figure for 2025 places Redegal well below the average turnover rates in the Tech sector.
Our claim is based on a proposition capable of attracting high-value talent, securing the retention of our professionals, strengthening our culture and commitment , and differentiating our company through its people in an increasingly competitive job market. Our People & Culture Director, Elena Navas Murillo , outlines the keys to achieving this:
What is our strategy for retaining digital talent?
It is in this combination of values and experiences that the characteristics that define us and are outlined in the “ Redegal Loyalty Decalogue ” materialise . Here we share the key points that our People&Culture team of specialists puts into practice:
1. Talent as a shared strategy: a commitment from the entire organisation
We seek to implement talent policies as a global strategy, agreed upon and shared among key figures within the organisation.
This collaborative approach ensures that initiatives are aligned with business objectives, are consistent across the organisation, and have a real impact on people’s culture, commitment, and performance.
2. Interconnected policies: a talent strategy with vision
They help ensure a dynamic, competitive and future-oriented work ecosystem , working on the concept of “expectation”.
Our talent policies achieve their maximum impact when they reinforce each other. Learning programs linked not only to professional development plans, but also considering the company’s future needs in leadership, technology, or business, ensure that the plans are aligned with the strategy.
This interconnection allows each initiative to generate optimal and cumulative results, providing real value to people as well as to the organisation.
3. Smart Recruiting: Technology and AI – Transforming the talent experience from the start
The incorporation of artificial intelligence and new technologies into talent processes allows for the design of more agile, collaborative, and enriching experiences.
From the recruitment phase, and based on our Smart method, these tools not only optimise efficiency, but also transmit the company’s culture, values and knowledge from the first stages of contact with candidates.
In this way, every interaction before joining becomes an opportunity to strengthen engagement, generate positive experiences, and ensure a more effective integration into the team.
4. Consolidating human value as a key element to face the challenges of the digital market
Our organisational values reflect our approach to talent management, based on the principle that change and results-oriented strategy begin with people. Curiosity , creativity, and the ability to question the status quo are essential competencies for anticipating challenges.
5. Employee experience focus through People initiatives:
We drive the continuous improvement of the experience of the people who are part of the organisation as a key element in fostering strong relationships and commitment. Making them feel comfortable is key to retaining talent .
Designing valuable internal initiatives that align with what truly matters to teams strengthens their sense of belonging and job satisfaction. Creating spaces for listening and dialogue to understand needs, expectations, and preferences fosters closer relationships with professionals, impacting their overall satisfaction.
6. Connecting benefits with real needs, integrating them into people’s daily experience
A clear objective is to ensure that every initiative encompassed by our value proposition as an organisation becomes a true vehicle for well-being and satisfaction.
2025 closes with the team realizing nearly 60% of our benefits , with their perceived value being particularly noteworthy. Our focus is not only on optimising utilisation but also on strengthening the emotional connection with the organisation. This fosters a culture where people feel that what they receive is aligned with their true needs.
7. Culture in action: Driving organisational values from within
Our behaviours, habits, and ways of collaborating define our culture, with the concept of “team” as an essential element. Our goal is to create an environment where people feel part of a shared purpose and empowered to drive, through their daily work, the transformation the organisation needs.
8. Individualising talent – Retaining key people
Personalising talent management by designing specific policies for key individuals or groups generates significant strategic value at Redegal. These initiatives allow us to retain critical professionals, ensuring that their knowledge and skills continue to contribute to the organisation’s growth and innovation. We employ proactive planning and tailored solutions as key strategies for retaining this essential talent.
9. Segment-based initiatives: effectiveness and personalisation as a response to real needs
The workforce, comprised of 124 people, has an average tenure of almost three and a half years . Furthermore, 30% have been with the company for an average of seven years.
By tailoring People policies to talent segments, we achieve a much more precise and effective approach, addressing different needs, expectations, and motivations. Designing initiatives adapted to these specific characteristics allows us to maximize the value of our actions, improve the employee experience, and foster greater engagement, as policies become concrete solutions that respond to what each person truly needs.
10. Comprehensive dimension: policies that care for and empower people
Establishing People policies that add value involves addressing people’s needs from multiple dimensions, which is crucial for retaining talent. For example, well-being, professional development, recognition, work-life balance, and personal growth are some of the pillars that underpin our practices.
By considering these perspectives in an integrated way, the initiatives become drivers of commitment, motivation and loyalty, building a more complete and meaningful work experience for everyone.
Behind the figures that place us at the forefront of the sector lies a much more powerful reality. What is it? A vibrant culture where everyone finds their space to grow. Technology and AI make us more efficient, but it’s our ability to listen, personalise, and nurture the employee experience that makes us unique.
At Redegal, talent isn’t a resource; it’s the heart of our strategy. And these results demonstrate that when we nurture those who drive our innovation, extraordinary results become the norm. Shall we talk?
