This research paper investigates the interconnected roles of talent management, employee satisfaction, and faculty retention within the context of private universities in India. As higher education institutions face rising faculty attrition, particularly in the private sector, there is an urgent need to develop sustainable human resource strategies that go beyond traditional retention mechanisms. Drawing on empirical data collected from 285 teaching professionals across 12 private universities, this study constructs a comprehensive framework that demonstrates how subjective talent management practices—such as recognition, leadership support, professional development, and transparent communication—affect employee satisfaction and, consequently, the intention to stay. A mixed-method approach was employed, incorporating quantitative survey data and thematic insights from open-ended responses. Statistical analyses including correlation and factor analysis validated the mediating role of employee satisfaction between talent management practices and retention outcomes. The findings reveal that when faculty members perceive a strong alignment between their professional goals and institutional HR policies, their commitment and retention likelihood significantly improve. The proposed framework emphasizes the need for academic institutions to adopt a holistic, data-informed, and people-centric HR approach. This includes investing in leadership engagement, sustained employee development, real-time feedback mechanisms, and strategic alignment between organizational objectives and employee expectations. This study not only contributes to academic discourse on talent retention in higher education but also provides practical recommendations for policymakers and HR professionals seeking to build long-term institutional capacity through human capital sustainability. By placing employee satisfaction at the core of talent strategies, private universities can foster an inclusive, stable, and high-performing academic workforce.