While Rayner (2008) suggested that it is better for an organisation to retain a qualify employee rather than hiring, because employee retention signified taking a proper process of encouraging the employees to dwell in the organisation as long as they desire. The inability to retain employees can lead to more expenditures, losing well skilled employees can be a great loss; the recruitment of new employees will involve spending more money and have an adverse consequence on the proceeds of continuous reality. Hence, retaining trained employees reduces the cost of recruiting new employees into the organisation The primary aim of this study was to assess training as the most significantly variable that influences employee retention in public organizations in Uganda, by using Kamuli Local Government, Uganda a case study. Thus, the following were the objectives of this research proposal: to assess employee retention strategies employed by Karnuli Local Government, to determine the effects of employee retention strategies in Karnuli Local Government, to suggest solution for effective employee retention in Kamuli Local Government and to establish the relationship between training and employee retention in Kamuli district Local Government. The study adopted a descriptive survey method and used both quantitative and qualitative approaches. This was preferred because it was efficient in collecting large amounts of information within a short time. A self-administered questionnaire was the major instrument that was used in data collection. Key informant interview guide was designed and administered to key informants to capture qualitative information. The data from the completed questionnaires were cleaned, coded and entered into the computer using the statistical package for social sciences (SPSS). To establish the relationship between the independent variables and the dependent variable of the study Peason regression analysis was conducted. It involved a coefficient of determination and a regression analysis at the rate of 0.05, level of significance. The sample size of forty employees, using census selection sampling was used in this study. The results of the study shows that job security, training opportunities, salary amounts, working environments, participative decision making, availability of allowances, relationships at work place, retirement benefits plans and promotion opportunities are some of the factors that basically influence employee retention at Kamuli Local Government. The difference come from the implementation, those implemented as required like job security and retirement benefits plans their influence on retention is positive and those poorly implemented they act as a limit to employee retention efforts, which results to labour turnover, transfer of employees, low working moral and partial fulfilment of the organisation objectives. The solution to retention problems at the secretariat is to put more emphasis on financial incentives like increasing employee’s salary because according to the findings the respondents value them more than non financial incentives. The findings unveiled a positive relationship between training and employees’ retention in Kamuli Local Government, since the sig. value (.000) was far less than 0.05, which is the maximum level of significance, required declaring a significant relationship in social sciences. This therefore implies that training practices increases the employees’ retention in Kamuli Local Government and failure to apply training methods will reduce employees’ retention in Kamuli Local Government. The researcher concluded that non financial incentive to public sector employees are significant; laws, rules, regulations and policies that protects the welfare of the employees are as well a way to motivate and retain them. Not only that but also different strategies are formed and implemented training techniques to retain the employees, but still employee retention is a problem in public organisations in Uganda particularly Kamuli Local Government. It is recommended that employee’s inputs and outcomes need further improvements. This concept may be improved if organization introduced formal recognition system i.e. certificates, employee of the year in each section or unity, etc.