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El presente sitio Web está traducido a varias lenguas españolas oficiales en sus respectivos territorios, de conformidad con lo establecido en el artículo 3 de la Constitución Española de 1978 y sus Estatutos de Autonomía.
Las lenguas son el catalán, el euskera, gallego, valenciano, inglés y francés. Se advierte que, con carácter general, puede existir un desfase entre la versión en castellano y en las otras lenguas, derivado del proceso de traducción a las mismas.
Attract and retain talent is the challenge facing the tourist and restoration in our country. On the one hand, there is also a good job, because workers would if they found their jobs better working conditions in other jobs. Its main reasons are: inadequate wages flexible timetable and limited opportunities of promotion. Furthermore, employers have difficulties in finding qualified profiles. Xavier Martín Canals proposes improving working conditions because it is the key to reducing brain talent. Would Be necessary steps: to increase salaries, ensure the reconciliation between home life and work, provide and facilitate continuous training, etc. Also, the companies require strategies for making the recruitment and talent attraction, such as labour intermediation platforms specialized in the sector, as well as bet for digitizing the management of employment and education. This kind of practices and strategies will provide the necessary innovation for growth in the sector.
Xavier Martín CanalsFundador y Director General de Turijobs
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Summary
The recruitment and loyalty of talent in the tourism industry and restoration has become a critical challenge for the sector's companies. Labor intermediation plays a key role in the connection between employers and workers, facilitating selection processes more efficient and reduce turnover rates. This article analyses the current needs of companies, trends in recruitment and retention of talent, and best practices to ensure a committed team and productive.
1 Page.
The tourism industry and restoration represents one of the most important economic sectors worldwide. In Spain, tourism contributes about 13 , 1 per cent of gdp(Exceltur, 2024 ) and generates over 3 million direct jobs(INE, 2023 ). However, the sector faces significant challenges in the attraction and retention of talent due to factors such as seasonality, working conditions and high turnover.
In this context, labor intermediation becomes a key tool to connect to companies with qualified professionals and reducing the gaps of talent. Turijobs, as a portal specialized in employment for tourism and hotel management, has identified trends and effective solutions to address these challenges.
2 . Challenges in the recruitment of talent in the Sector
2 . 1 . High turnover and shortage of talent
One of the major challenges facing the sector is the high turnover. According to data of Turijobs ( 2024 ), 38 % of workers in its employment wouldif you will find a better position in another place. The main reasons include:
•Inadequate pay conditionsA: 65 % of employeesconsiders that his salary does not reflect the effort invested (Turijobs, 2024 ). •Flexible timetable: To reconcile work and it is a continuing challenge in the sector. •Lack of opportunities for growthA: 42 % of workersfeels that it has no clear opportunities for promotion.
2 . 2 Difficulties in the selection and recruitment
Companies also face difficulties in recruiting suitable personnel. According to a report by Exceltur ( 2023 ), 58 per cent of entrepreneursdel sector turístico afirma que encontrar talento cualificado es un problema recurrente.
Most respondents profiles as Turijobs ( 2024 ) include:
The companies that provide better working conditions succeed in reducing staff turnover. Strategies highlights are:
•Salary increases: Companies that have improved their pay in a 15 - 20 %had succeeded in reducing the rotation in 35 %(Turijobs, 2024 ). •Flexible and labour conciliationRotating shifts: offering free days and guaranteed improvement employee satisfaction.
3 . 2 . Professional development and training
Invest in the training of employees not only improving its performance, but also increases their loyalty to the company.
• 68 % of employeesthey receive continuous training are more committed to your company (Turijobs, 2023 ). • companies offering career plans intended to reduce the drop-a 30 %(Forbes, 2023 ).
3 . 3 . Organizational culture and labour welfare
Create a positive working environment is key to retain talent. According to the report of Turijobs ( 2024 ), companies with strong an organizational culture and values have a 25 % fewer rotation.
4 . The Role of intermediation Sector
Specialized platforms in employment, as Turijobs makes a connection between employers and professionals, offering key tools such as:
•Databases segmented: Access to thousands of candidates assets. •Advanced filtersSelect profiles: according to experience, skills and geographical location. •Advice on employer branding: Help businesses to improve its image as attractive employers.
According to data of Turijobs ( 2024 ), companies using labour intermediation platforms shortening the time of recruitment in a 40 %and improve the quality of candidates in a 30 %.
5 Conclusions and Recommendations.
• The tourism sector and restoring critical challenges faced in the recruitment and retention of talent. The high turnover and lack of qualified profiles require effective strategies for the selection and loyalty. • Improving working conditions is key to reducing brain talent. Increase salaries, provide training and labour ensure are crucial steps. • Companies should bet on employer branding and labor intermediation platforms. These tools allow optimizing selection processes and attract qualified talent efficiently. • The digitization and training are key to the future of the sector. The companies to adopt to improve the talent management will have a competitive advantage.
In a context where the competition for talent is increasing, media enterprises should innovate in their strategies for attracting and loyalty of employees to ensure quality service and sustained growth.
Document references:
• Exceltur ( 2024 ). Report on the impact of tourism in the spanish economy. • INE ( 2023 ), Encuesta de población Activa. • Turijobs ( 2024 ). Report on employment trends in tourism and hospitality. • Forbes ( 2023 ). Employee Engagement and Retention Strategies.
El mercado laboral portugués ha evolucionado positivamente durante la última década, con mejoras en empleo y cualificación educativa, aunque aún enfrenta desafíos en la integración laboral de ciertos grupos. Así lo diagnostican Alexandra Moreira y Teresa Pina quienes señalan que desde 2017, Portugal ha experimentado un crecimiento demográfico gracias a un saldo migratorio positivo, aumentando su población activa y superando en actividad a la media de la UE desde 2016. A nivel educativo, el país ha reducido la proporción de personas con baja escolaridad, logrando un aumento en los niveles secundarios y superiores, acercándose a la media europea. El empleo ha mostrado una tendencia creciente, con tasas superiores a las de la UE, salvo en 2020 por la pandemia, mientras que el desempleo ha disminuido, aunque el juvenil sigue siendo alto y la tasa de larga duración se mantiene estable. Sin embargo, persisten desafíos como la infrautilización laboral y la integración de los jóvenes al mercado de trabajo.
Analizar las dificultades y los obstáculos que encuentran las personas con discapacidad para lograr una completa inclusión en el mercado laboral y, por tanto, alcanzar la plena ciudadanía, eliminando cualquier tipo de discriminación, es lo que pretende estudiar y dar a conocer el Libro Blanco sobre empleo y discapacidad. Tal como nos describe María José Romero, es una obra amplia y completa con aval científico pues su autoría son docentes de once universidades, con la participación de los interlocutores sociales y con las entidades promotoras, es un instrumento de análisis para conseguir nuevos avances y progresos en el acceso al empleo de las personas con discapacidad.
La situación laboral de los artistas y trabajadores culturales en el contexto de la Economía Social en España se caracteriza por la precariedad, salarios bajos e inestabilidad laboral, reflejo de una "economía naranja" enfocada en la creatividad y la mercantilización cultural, que frecuentemente ignora el bienestar de los trabajadores. Así lo desarrolla Rocío Nogales quien subraya la importancia de la economía social como alternativa, con modelos más sostenibles y centrados en el bienestar y la cohesión social, frente a los desafíos del sector cultural. También destacan las cooperativas y organizaciones como Smart Ibérica, que promueven el trabajo digno y solidario para los artistas, pese a la falta de reconocimiento en las políticas públicas. La autora insta a políticas de apoyo para fortalecer el papel de la economía social y mejorar las condiciones laborales en el sector cultural, especialmente mediante alianzas entre actores culturales, instituciones y la economía social, que permitirían una transformación más justa y sustentable.
O mercado de trabalho português evoluiu positivamente ao longo da última década, com melhorias no emprego e nas qualificações educativas, embora ainda enfrente desafios na integração laboral de determinados grupos. É o que diagnosticam Alexandra Moreira e Teresa Pina que salientam que, desde 2017, Portugal tem registado um crescimento demográfico graças a um saldo migratório positivo, aumentando a sua população activa e ultrapassando a média da UE em actividade desde 2016. A nível educacional, o país tem reduzido a proporção de pessoas com baixa escolaridade, conseguindo um aumento nos níveis secundário e superior, aproximando-se da média europeia. O emprego apresentou uma tendência crescente, com taxas superiores às da UE, exceto em 2020 devido à pandemia, enquanto o desemprego diminuiu, embora o desemprego jovem se mantenha elevado e a taxa de longo prazo se mantenha estável. No entanto, persistem desafios como a subutilização do trabalho e a integração dos jovens no mercado de trabalho.
En Canarias, la intermediación laboral es un motor clave para el progreso y el desarrollo social y económico de un mercado laboral con sus peculiaridades, debido a su insularidad. En este artículo, el Servicio Canario de Empleo (SCE) nos describe su modelo de intermediación, que pone el foco en dos ejes, mejorar la empleabilidad de las personas demandantes de empleo y atender las necesidades de personal que puedan tener las empresas. Para dinamizar la intermediación se crea la Red de Empleabilidad de Canarias (REC) para fomentar el trabajo cooperativo entre todas las entidades de Canarias y el Servicio Integral de Orientación de Canarias (SIOCAN), mediante tres modalidades: auto-orientación, orientación guiada y orientación personalizada elaboran un Itinerario Personalizado de Empleo (IPE). El equipo de prospección laboral realiza una atención personalizada al tejido empresarial de las islas para cubrir sus vacantes y anticiparse a sus necesidades futuras. Como novedad, en la gestión y difusión de ofertas y para facilitar la intermediación, se ha puesto en marcha la App móvil del SCE.
Abordar los desafíos y oportunidades con las que se enfrentan la Generación Z, también conocida como "Generación de Cristal", en el mercado laboral actual, es lo que nos proponen Ángeles Rubio y Esther González en este artículo, donde nos explican que es una generación más formada y productiva que las anteriores, aunque sufre altas tasas de desempleo juvenil y una brecha entre oferta educativa y demanda empresarial. A pesar del entorno de precariedad, poseen habilidades digitales, dominio de idiomas y voluntad de mejorar el sistema. Sin embargo, los procesos de selección extensos y con poca empatía, generan desconfianza, y en consecuencia, se propone adaptar los mecanismos de ingreso laboral (“onboarding”) a sus necesidades, mejorar la experiencia del candidato y valorar su talento. Además, muchos jóvenes desean estudiar y trabajar, por lo que necesitan apoyo institucional para compaginar ambos ámbitos, y sus intereses se orientan hacia sectores con futuro como la economía verde, los cuidados, la digitalización y la innovación. Las empresas deben cambiar su enfoque: de la temporalidad a la retención del talento joven.
Consolidated as a strategic way of access to the labour market with high employability, has contributed to vocational training in Spain, has ceased to be a “ option ”. The new organic law 3 / 2022 integrates the FP educational and employment in a single system, flexible and modular, adapted to changes in the world of work. We described José Luís Dovecote where we explained in this article that the new FP gives priority to the practical training in firms, the accreditation of skills and collaboration with the productive fabric. Moreover, the law introduces microcredenciales personalized itineraries and by promoting ongoing refresher, therefore, the model bet for a strong link with key sectors such as technology, logistics or ecological transition. Although there are still challenges such as territorial equity and teachers, FP is positioned as a key tool for economic and social development of our country.
The author describes the operation ERADA statistical, who was born in order to pool the advantages of the administrative statistics of participation, applications for employment and prestaciones. to integrate the information provided by each in its common substrate Inhabitant of spain. The ERADA methodological is a bridge between the basic administrative sources and the EPA. The ERADA benchmarking with other sources of information will contribute to broadening the knowledge of the labour market and the quality and particularities of different sources of information.
The phenomenon known as “ great Resignation ” has been widely discussed in the context and the united states, but has also shown a significant change in spain from 2014. Julián Llorent Jurado, Dolores Gómez Domínguez, M. Patrocinio Fernández Geniz y Fco. Javier Calvo Gallego presented a detailed analysis of the voluntary resignations in the General Social security system to address their distribution by nationality, sex and sectors of activity, and their correlation with vacancies and unemployment. This source reflects that the voluntary resignations have increased steadily over the last decade, with a brief exception over the years of pandemic and that there is a positive correlation with the increase in vacancies and negatively correlated with the unemployment rate, which indicates that the resignations are linked to an improvement in the labour market conditions. It could be concluded that the “ great Resignation ” in Spain is a process structural rather than cyclical, linked to factors such as quality of employment, the expectations of generations and the reconfiguration of the labour market after the pandemic. In any case, the authors point out, it is necessary to elaborate on the specific causes to better understand this transformation.
The eruption Tajogaite in 2021 had a devastating impact on the economy of la Palma, especially in the tourism sector, which lost up to the 100 % of turnover for months. The destruction of infrastructure, including 72 kilometres of roads s and more than 5.000 tourism, paralysed business and travelled to workers. As Óscar León described, we want to highlight that the recovery is slow but steady, supported by state aid, regional and small island developing states. In addition, the key air connectivity for tourism, was interrupted and took months in restored. The reopening of Puerto Naos and some hotels symbolize resilience. However, some business cannot yet operate by toxic gases. GDP fell sharply in palmero 2021, improved in 2022 and picked up in 2023. Full cost recovery also requires institutional cooperation, investment and promotion of turistic destination. From the CIT Island La Palma, it is launched an appeal for solidarity potential national and european tourists to inviting us to visit the island in order to contribute to complete its recovery.
En los últimos 20 años, la falta de trabajadores en el sector de hostelería se ha convertido en un problema estructural en toda España. Así, nos lo describe Emilio Gallego en este artículo, donde nos pone de manifiesto las dificultades que tienen los empresarios hosteleros a la hora de encontrar trabajadores. Por un lado, se han multiplicado por dos los empleos del sector, de 1 millón en el año 2000, a cerca de 2 millones en el verano de este año, y por otro lado, el envejecimiento progresivo de las plantillas laborales. También, nos propone nuevas fórmulas para solucionar esta problemática y hacer un buen ajuste de oferta y demanda en este sector.