These are businesses that remain opaque, lacking social development strategies and failing to listen to their workforce, leaving employees out of the loop and unable to take part in business projects that often fizzle out. Repeatedly, fewer applicants will be drawn to such workplaces. When a company is unknown, it effectively does not exist. This serves as a warning to jobseekers in a time when the balance between supply and demand for needed roles is shifting in a changing world. If organizations want to attract top talent, they must reveal their narratives and values clearly to secure engineers, molecular biologists, and digital specialists. They should also hire the strongest legal minds who can navigate the intricacies of new regulations.
The competition for talent is intensifying and goes beyond salary and corporate heritage. Potential hires now weigh different factors: What level of flexibility exists? How does the internal information system function? Are there networks inside the company? What learning and growth opportunities are offered? Is there medium-term internal mobility? These are among the features highlighted by BTS consultant Brad Chambers in a Harvard Business Review article that discusses the new labor landscape.
As young people chase promises, the importance of aligning a company’s culture with its social objectives becomes evident. Goals that could once be hidden behind polished but unreliable marketing campaigns must be backed by social and environmental strategies. Financial goals remain necessary but no longer sufficient. Corporations need solid foundations and clearly defined governance. The question that originates in Anglo-Saxon discourse remains relevant: How can a company give back to society what it has received? To address this, regular discussions should be held, whether virtual or in person, between corporate leaders and diverse employee groups to ask questions, listen, and respond.
beyond the pandemic
The discussion about the future of work gained traction during the pandemic. It sparked a debate about where and how work happens. Two seemingly contradictory effects emerged. As projects completed, the option to work remotely grew, while electronic messaging created a constant stream of notifications. Messages could arrive at any hour, even on vacations. For many, checking and replying to messages outside regular hours became a pressure point. A major human resources executive noted that a 2 a.m. message on a Saturday does not require an immediate reply. The always-on nature of mobile communication can cause stress and push workers to respond to superiors. To counter this, self-regulation and proactive boundaries became essential, not waiting for new laws but setting internal norms.
In a practical example, the Gullón bakery group in Aguilar de Campoo set a policy after 5 p.m. that work-related mobile use is prohibited except in emergencies. A rotating on-call system ensures someone is available in case of a crisis at the plant.
The pursuit of talent extends beyond scientists and scholars. Even in everyday life, such as a barber shop, employees report difficulty staying committed past six months due to fatigue and requests for more time off. Similar issues appear in the hospitality sector, where restaurants struggle to recruit dependable staff. The upcoming peak season offers an opportunity to address these challenges—especially as the best job markets awaken for waitstaff and hotel workers.
spanish context
This discussion must be understood in the Spanish context, a country grappling with high youth unemployment. Recent figures show a large portion of the population is unemployed or confined to public sector roles. The private sector employs a significant share of workers, and tax contributions support public salaries and welfare. This reality invites reflection on how work environments are shaped, how talent is nurtured, and how labor policies align with the needs of a diverse workforce. The takeaway is clear: practical, humane work cultures matter as much as economic metrics, and communities benefit when private enterprise supports sustainable, fair employment.