This research explores employee retention and its determinants, particularly the role of Human Resource (HR) analytics in existing retention practices. Retaining employees continues to pose a problem to many organizations because of the operational disruptions and costs related to high turnover. Previous studies for instance, considered work environment, pay, and career growth as some of the reasons for the high turnover. However, much has not been explored on the application of HR analytics in turnover prediction and control. This study aims to target this limitation by assessing and measuring the outcomes of HR analytics on retention interventions. A descriptive quantitative method was used, and data were collected from 116 employees of agricultural companies where a survey was conducted. The data collected were described and analyzed through the use of descriptive statistics, correlation, and factor analysis. The findings suggest that certain conventional respondents such as career development, work-life integration, and job security are essential to retaining employees. Nonetheless, HR analytics is viewed as having limited address and understanding of turnover management issues with a mean of 2.48 which implies a deficiency in its practice. Furthermore, factor analysis showed three major factors affecting retention: career and work related aspects, interpersonal and work flexibility, and external and internal support. The enhancement of career development was the most critical of all implying that giving employees growth opportunities and favorable managers are essential in any retention plan. The study therefore recommends that even if HR analytics has its merits, however, it is today’s application is far from optimal hence organizations should integrate both technical and non-technical strategies in order to keep their employees engaged.