This was the central theme of the GBA Monthly Business Meeting, organized by the German Business Association (GBA) on 1 June 2026 under the topic “Securing the Future: Vocational Education Training & Company Culture”. The event brought together more than 50 business leaders, HR professionals, educators, and GBA members to discuss practical solutions for building a future-ready workforce.

The session was chaired by Mr. Daniel Henn, GBA Board Member, Regional Manager Vietnam, Indonesia & Philippines and Managing Director of Fuchs Lubricants Vietnam.

Vietnam Does Not Lack Jobs, It Lacks the Right Skills

Today, many businesses are not struggling because of a lack of customers, but because of a shortage of qualified talent. The challenge extends beyond recruitment to developing and retaining a workforce capable of meeting the increasingly complex demands of a rapidly evolving economy.

Dr. Thomas Aulig, Vice President of Vietnamese-German University (VGU), emphasized that companies should not only engage with talent at the recruitment stage but become involved much earlier in the talent development journey.

Drawing on Germany’s dual vocational education system, he highlighted how businesses actively participate in designing curricula, providing internships, assessing competencies, and shaping industry standards. This approach allows companies to build their future workforce proactively while helping students develop practical skills that align with market needs.

As Vietnam moves further into high-tech industries and advanced manufacturing, stronger collaboration between educational institutions and businesses will play a crucial role in narrowing the gap between education and employment.

Employees Do Not Leave Companies, They Leave Managers

One of the strongest messages that emerged during the discussion was that many employees are willing to leave well-paid jobs if they do not see opportunities for growth or feel valued within their organizations.

According to Ms. Anh Tran, Head of Human Resources at Bosch Vietnam, talent retention begins long before employees officially join a company. Through its German-standard Technical Graduate Apprenticeship (TGA) program, Bosch invests more than three and a half years in developing young talent, combining academic education with hands-on workplace experience.

Rather than focusing solely on high-potential employees, Bosch creates development opportunities across the organization through coaching and mentoring programs, job rotations, leadership development initiatives, and structured career pathways. The objective is not only to improve employee capabilities but also to help individuals envision a long-term future within the company.

A statement that resonated strongly throughout the discussion was: “Employees do not leave companies; they leave managers.”

At Bosch, company culture is viewed as a direct reflection of leadership. Managers are expected to build trust, empower employees, and actively support their professional growth. The company also trains managers to recognize early signs of mental health challenges and provide appropriate support, helping strengthen employee engagement and long-term retention.

Company Culture Is Becoming a New Competitive Advantage

While Bosch focuses on building long-term talent pipelines, CICOR Vietnam presented a different perspective through its “People Management 4.0” approach, which combines company culture, technology, and sustainability.

According to Mr. Luat Nguyen, Managing Director of Cicor Vietnam, many talent retention initiatives do not require significant budgets. Simple actions such as regular manager-employee conversations, clear career development pathways, employee recognition, and opportunities to learn from experienced professionals can have a meaningful impact on engagement and retention.

The company also leverages AI in recruitment, training, and skills development while integrating sustainability initiatives into its employee value proposition. Efforts such as reducing CO₂ emissions and supporting community engagement activities have become increasingly important in attracting and retaining younger generations of talent.

At the same time, speakers agreed that AI should not be viewed as a replacement for people, but rather as a tool that enhances productivity and performance. In the future, the competitive advantage will belong to those who can effectively use AI to strengthen their capabilities rather than compete against it.

Investing in People Is Investing in Sustainable Growth

Summarizing the discussion, Mr. Daniel Henn emphasized that the competition for talent will not be won by the companies offering the highest salaries, but by those capable of creating an environment where employees can learn, grow, and build long-term careers.

The insights shared throughout the event demonstrated that a high-quality workforce is not created through a single policy or initiative. Rather, it is the result of strong collaboration between education and industry, effective leadership development, and a company culture that places people at its center.

As Vietnam continues to attract investment and move toward higher-value industries, skilled talent and a strong organizational culture will increasingly become defining competitive advantages for businesses seeking sustainable growth and long-term success.