The study analyzes methods used in HRA in the Indian FMCG industry and how they shape employee opinions, conduct, and willingness to remain at their places of work. Using factor analysis, it separates factors that affect a person’s tendency to remain at a company, for example, salary, supervision style, feedback process, and team harmony. Second, hierarchical cluster analysis helps to categorize firms according to the popular HRA tools confirmed through secondary source materials. While an ARIMA model looks at the timing and strength of various HR actions, a moderated mediation model studies the direct and indirect results of HRA on employee retention rates depending on organization size. In short, studies demonstrate that using a balanced HRA strategy is most valuable for both employee behavior and their retention, and strong leadership and feedback systems are valuable in any business. The study uses different approaches and examines evidence to cover a broad gap in research and benefits individuals in charge of HR and policies. The policy supports the idea of moving beyond transactional HR to incorporate a full HRA framework. The findings are equally important for dynamic FMCG companies facing problems of talent loss and employees leaving.