Mission Talent: How companies compete for the best minds
On 5 June 2025, Binder Grösswang and the Young Leaders Forum hosted a panel discussion titled ‘Mission Talent - How can companies compete for the best minds?’ at the firm's offices in Vienna. High-calibre experts from business and HR discussed how companies can position themselves as attractive employers for top talent in an increasingly competitive environment.
The event was hosted by Christoph Schober, Partner at Binder Grösswang. Lorenz Hofer, Federal Chairman of the Young Leaders Forum, opened the evening together with Stefan Tiefenthaler, Managing Partner at Binder Grösswang. On the podium: Maria Koller, CHRO at Palfinger AG, Roman Teichert, Vice President & General Manager Austria/Switzerland at Otis, and Ulrike Jung, Managing Partner of hrdiamonds Personalberatung.
The focus was on the question of how international companies can attract and retain high potentials in the long term - especially in light of the shortage of skilled workers, changing expectations and increasing internationalisation. The discussion highlighted key aspects such as corporate culture, authenticity, diversity, management style and the importance of individual career paths.
Maria Koller described the situation from the perspective of an internationally successful industrial company:
"Recruiting high potentials is much more complex today than it used to be. We have to invest more, organise processes more flexibly and give applicants real insights into our corporate culture. Location flexibility is a key criterion - many talented people are no longer prepared to relocate for a job. At the same time, if you really want a top job, you should also be prepared to gain experience abroad. It shapes your character, sharpens your personality - and is an enormously enriching experience."
The demands on companies themselves are also increasing. Today, application processes are longer and more thorough - a comparison with a complex purchase decision comes to mind. At the same time, international differences need to be taken into account: In the USA, for example, decisions have to be made more quickly than in German-speaking countries, says Koller.
Roman Teichert gave an insight into the perspective of a leading global industrial group:
"Otis offers exciting career opportunities, but we recognise that: A performance-driven environment alone is not enough - it needs targeted training programmes, orientation and strong internal talent development. It is particularly challenging to find qualified technical specialists such as fitters - in an area where two thirds of our staff work. A secure working environment also plays a major role for top talent - they are looking for structures in which there are clear development opportunities, targeted training and international opportunities."
The topic of leadership was also discussed in depth. What do young top talents expect from their managers - and how can companies retain them in the long term?
Ulrike Jung made it clear:
"Companies need to think long-term, position themselves more diversely and act authentically. A company's set of values is crucial, as is the creation of spaces for discourse and a management style that promotes a sense of belonging and development."
It was emphasised that a strong corporate culture, individual career design and genuine scope for reflection are not concessions, but success factors for modern organisations, according to Jung. Those who communicate with young high performers on an equal footing and take their realities seriously - for example with regard to starting a family, caring responsibilities or further training - can promote loyalty and motivation in the long term.
Sustainability and diversity were also identified as strategic levers: Living diversity within the workforce and targeted promotion of women make organisations more resilient and more attractive to ambitious talent.
Last but not least, the connection between entrepreneurial success and successful talent development was discussed.
‘There is no scorecard for high potentials,’ said Koller, ‘but good succession planning, a positive atmosphere and commitment within the team have a direct impact on the company's success.’
Teichert put it in a nutshell: ‘Better employees lead to better results - good managers create a high-performance zone.’
The conclusion of the evening: high performers are not a homogeneous group. If you want to win them over, you have to listen, provide individual support and create an environment that offers both security and personal fulfilment. Companies that invest in an authentic culture, further training, diversity and flexibility can survive in the global ‘war for talent’ - now more than ever.