The purpose of this study was to determine how talent management at Jomo Kenyatta International Airport affects employee retention. The study's main objective was to ascertain how talent development, growth, and change impact staff retention. The objectives were to identify the associations between talent progression and staff retention, staff retention and talent growth, and staff retention and talent transformation. The three hypotheses were: talent preparation and employee retention are correlated; talent growth and employee retention are also correlated; and talent change and staff retention. A cohort of 315 personnel was used in this study, and a correlational research approach was employed. The study's method for acquiring data was a structured questionnaire. The survey data was analyzed by SPSS, which also contained inferential statistics like the Pearson's Correlation and descriptive statistics like frequencies and percentages. Tables, charts, and other visual representations of the results were presented. The study was built on the concepts of human capital, resource-centered vision, and talent-centered vision. The study found a substantial positive relationship among talent progression and employee retention, talent growth and staff retention, and talent transformation and staff retention (p0.05) (p0.05). According to the study's conclusions, institutions should be purposeful about talent preparation, talent growth, and talent change, and employers should invest more in talent management. The report also suggests that further research be conducted to compare two firms, one with talent management methods and the other without. The research suggests that businesses should increase their investments in personnel management. The study's findings indicate a strong connection among talent management and staff retention. Businesses would save money by spending more on talent management that would otherwise be lost due to higher personnel turnover. There is also a need for institutions to be deliberate in their talent preparation, growth, and change. As a result, the firms will be able to acquire, develop, and pass on talents within the corporation. The study further recommends that institutions should publicize their talent management policies to the public or the communities they serve to attract personnel who fit the company's profile.

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