Despite persistent challenges in retaining talented employees, little attention has been directed towards developing context-specific retention strategies in Zimbabwean industry. This study investigates the causes of high employee turnover at One Agri-processing Company in Zimbabwe, a leading poultry production company, assesses the effectiveness of the current retention strategies, and proposes a working model to improve employee retention. Employing a mixed-method case study design, data were gathered through semi-structured interviews with three managers and questionnaire surveys administered to twenty employees. Findings reveal that the primary drivers of turnover are the search for better remuneration, lack of growth opportunities, unfavourable organisational culture, insufficient flexible working arrangements, and poor management practices. The study further establishes that whilst existing strategies — including training, recognition, competitive compensation, and communication — are partially effective, gaps remain in their consistent and equitable application. A working retention model anchored on four pillars — positive work environment, growth opportunities, effective communication, and fair compensation — is proposed for adoption at One Agri-processing Company in Zimbabwe and comparable organisations. The paper contributes to the nascent body of retention literature within the Zimbabwean hospitality and agro-processing context, offering managers actionable strategies to reduce turnover, enhance productivity, and sustain organisational competitiveness.