Lately, the idea that talent matters has become a common topic across the media, business forums, and company boardrooms. A Madrid roundtable sponsored by a major Iberian press outlet and a leading pharmaceutical company explored talent retention as the cornerstone of business success. Five experts weighed in on the main challenge facing organizations today: attracting and keeping skilled people.
Carla Ruiz, Director of Human Resources at AstraZeneca in Spain, stated that people are the backbone of any organization. She described a shift in mindset among new generations that challenges leaders to rethink traditional approaches and to adapt to meet evolving needs and expectations.
Carmen Sebrango, Director of Professional Careers and Employment at CEU San Pablo University and head of the Entrepreneurship Commission, agreed that business success hinges on talent. In today’s context, a long-term strategy is essential because people do the work that drives results.
Marian Romero from Michael Page, Chief Technology Officer, noted a gradual transformation in companies. Talent is increasingly seen as a differentiating factor, and attracting and retaining it remains a central mission for achieving organizational goals.
Carlos Alberto Perez Rivero, Director of the Postgraduate Degree in People Management and Organizational Development at ESIC School of Business and Marketing, highlighted ongoing improvements in retention. He pointed out that some teams seek more freedom and flexibility, yet a genuine management philosophy should energize employees to pursue their own paths within the organization.
Belen Garcia Diaz, Director General of the Public Employment Service and Deputy Minister of Community Employment in Madrid, discussed the role of public programs in attracting young talent through targeted selection and training opportunities. He mentioned a catalog of free training resources and 4,000 government-supported internships aimed at expanding access to skills development.
talent retention
Ultimately, the forum focused on how firms can create environments conducive to retaining top talent. Perez Rivero urged companies to establish the working conditions that enable people to reach their fullest potential. Creating a respectful culture where employees feel valued and included is essential for sustained engagement and growth.
Carla Ruiz emphasized the need for diversity and noted how what was once universal in practice is no longer sufficient. AstraZeneca showcased programs like reverse mentoring to bridge generations and foster a shared understanding of the modern workplace. The company was recognized by Forbes as a leading employer in Spain, underscoring its commitment to building trusted, psychologically secure spaces that support development and collaboration. The aim is to co-create a productive environment where workers can be themselves and contribute meaningfully.
Universities and companies
Belen Garcia Diaz described education as a stage for learning, skill development, and contribution to the business landscape. Madrid’s public employment initiative classed as a civil service project seeks to connect students with real opportunities in various sectors and careers. The goal is to speak the language of industry and provide a path for graduates to enter the job market with clarity and purpose.
García Díaz encouraged continuous self-improvement and lifelong learning, urging individuals not to wait for invitations but to seize times of change for skill upgrades. Carla Ruiz noted that firms increasingly look beyond traditional profiles, seeking data specialists, engineers, and other non-industry talent. The competitive landscape now involves attracting talent from diverse fields and highlighting the unique value propositions each sector offers.
Carmen Sebrango highlighted progress in fostering stronger links between academia and industry. Steps have been taken to expose students to real work experiences and to broaden their vision of possible career paths. Often, young people do not see every opportunity and may overlook viable routes within different companies. The goal is to make those opportunities visible and tangible.
Marian Romero warned about gaps between demanded skills and market realities. A closer alignment between training centers and employers should begin within schools themselves, with flexibility at the core of programs. In-demand profiles include digital and technological roles, notably in cyber security and data analysis. Public communications about these trends help students orient their studies toward meaningful careers.
New technologies
Carmen Sebrango pointed to a mismatch between what companies need and what is currently available. The pace of market readiness must accelerate to keep up with talent demand, and new recruitment strategies should reflect this urgency. Young candidates now seek different values and faster progress, and organizations must respond accordingly.
Sebrango argued that today’s offerings should align with what new generations value, especially flexibility. It goes beyond remote work to include adaptable schedules and diverse arrangements. The modern employee may choose to work remotely from various locations, and if a company cannot accommodate that, it risks losing talent. Reputation and environmental responsibility are also factors shaping decisions about where to work.
Romero agreed, stressing that a robust career plan and ongoing professional development are crucial. Employees seek a comprehensive compensation package that includes well-being and security. García Díaz noted that young people often favor immediacy and fulfillment, making it essential for public programs to encourage engagement and provide compelling opportunities. The overarching aim is to bridge the gap between what employers demand and what the education system delivers, ensuring a vibrant pipeline of talent for the future.