If this aspect of the job is conducted correctly, retention should be a natural offshoot of bringing aboard candidates with the proper personal makeup, experience and skill set. Talent Development:

Training and development cost money and time, the latter of which could be used to begin the new hire down the path of functional familiarity. Therefore, it could be detrimental to the advancement of this process to retain a possible candidate to be retrained in areas where knowledge and skill have already been claimed. Therefore, the effective organization will consider the various skills sought and claimed during the selection process. If a candidate has expressed an expert level familiarity with a certain type of software or networking system, money and time could be spared in the training process by skipping...

Individualizing training and development can be worth the added specificity given the potential for saving both time and money, as well as by sparing the new candidate the tedium of training in such areas where familiarity has already been established.
Talent Management:

If advancement within an organization, in terms of both talent and position, is what is expected of candidates, there are several features which should be emphasized during the recruitment process. Key among them is the carefully balance which must be established between evidence of managerial, leadership and competitive tendencies and on the other hand, by team orientation, loyalty and the projected likelihood to remain with the organization long enough too grow and benefit those who have trained and developed the individual.