This study examines the types of human resource retention strategies arising from the employment of host-country nationals or third-country nationals, which inevitably emerges during the internationalization process of firms, and aims to provide efficient strategies through an empirical investigation of overseas human resource retention practices at Korean overseas subsidiaries to facilitate the settlement of these human resources. To this end, the study reviewed theories on turnover and organizational attachment as well as human resource retention strategies including compensation strategy, job design strategy, training and development strategy, bonding strategy, participation strategy, and departed employee relations strategy. To empirically verify theory against reality, hypotheses were formulated and questionnaires were distributed to 100 overseas subsidiaries, with the collected data subjected to statistical analyses including factor analysis and discriminant analysis. The findings of this study can be summarized as follows: First, Korean overseas subsidiaries primarily employed compensation strategies that yield short-term and direct effects as their retention strategies for locally hired employees, while the utilization of participation strategies, bonding strategies, and training and development strategies—which require special effort from a long-term perspective—was low. Second, overseas subsidiaries in advanced countries utilized participation strategies, bonding strategies, and training and development strategies more extensively than those in less-developed countries. Third, the primary turnover factors for locally hired employees were, in order: compensation dissatisfaction, promotion dissatisfaction, job dissatisfaction, and discord with Korean expatriate managers; within job dissatisfaction, the main sources were lack of autonomy, unclear job descriptions, and lack of job variety. Fourth, overseas subsidiaries experiencing declining turnover rates were found to actively utilize fair compensation strategies, participation strategies involving decision-making involvement, and bonding strategies. Sixth, subsidiary groups with a high ratio of locally hired employees to headquarters-dispatched expatriates (three or more to one) utilized participation strategies and bonding strategies more extensively than those with lower ratios. Seventh, subsidiaries established for ten or more years utilized participation strategies, job design strategies, and compensation strategies more extensively than those established for less than ten years.