There is a lot of talk about the labor market in Spain, but the debate often remains focused on macroeconomic figures and generalizations about digitalization or training. What is rarely mentioned is the structural mismatch between the value a professional generates and their ability to be hired, that is, their employability. And this is where a silent yet profound transformation is taking place.
Understanding the Dynamics of Value and Employability
Value and employability evolve hand in hand—but only up to a certain point in every professional’s career cycle.
The labor market follows a logic that we can represent graphically. If we take age on the X-axis and value added on the Y-axis, the trend is not a continuous upward curve, but rather a bell shape reminiscent of the Gaussian curve, with the nuance of reaching a certain stabilization at the top for around 15 to 20 years. However, employability, understood as the capacity to be employed (in other words, the attractiveness we have towards the labor market), does not follow the same pattern. It grows, stabilizes, and then drops abruptly. This is where part of the problem lies.
“Throughout a professional trajectory, the relationship between value and employability changes predictably. It is not a homogeneous process, but rather a sequence of stages in which competencies are acquired, opportunities are generated, and eventually, barriers appear.”
The Four Key Stages of a Professional Career
Understanding this dynamic not only helps manage a career better, but also allows anticipating critical moments. These are the four main phases:
1. Professional start
It is accepted that young talent still has much to learn and that the market absorbs them in a limited way.
2. Growth phase
Competencies are acquired, but the first fractures begin to appear. Not everyone advances at the same pace or in the same direction.
3. Stability phase
This is when the professional is at their peak of value and employability. It’s the period of splendor —a phase lasting 15-20 years where the goal is to maximize the return on that value in terms of salary and compensation. During this time, building a productive networking strategy is essential.
4. The gap
Value can still increase, but employability drops sharply. Companies seek experienced professionals, but not those over 50. The mismatch impacts the compensation level to a greater or lesser extent.
Key Implications for Professionals in the Job Market
What does this mean for professionals? Understanding that employability is not a constant upward trend, but an evolving variable (for better or worse), allows for making strategic decisions in advance. The key is to manage one’s career with a long-term vision, diversifying skills, exploring new opportunities, and avoiding relying exclusively on the stability of the splendor phase.
Geographical Market Variations in Employment Trends
It is also interesting to analyze how this model varies across geographic markets. In some countries, experience is still a highly valued asset; in others, age becomes an exclusionary factor. In any case, the reality is that without clear strategies, many professionals will see their value continue to grow, while their employability fades with almost no warning.
This phenomenon reflects a disturbing paradox: companies seek professionals with higher value, but are not willing to pay for that additional value.
The Spanish Job Market Paradox: Challenges and Realities
In Spain, unlike other European countries, there is a clear salary limitation, leaving many workers trapped in a scenario where their experience does not translate into higher income. This creates a “sandwich” situation in the labor market.
Professionals currently in the stability phase have the opportunity window to maximize their employability in terms of income. However, the two extremes of the “sandwich” – the young trying to enter the market and those over 50 struggling to stay – face structural barriers that limit their options.
“The lack of opportunities for younger people and the premature exclusion of older workers create a fracture that can have far-reaching economic and political repercussions. Managing this transition will be a key challenge in the coming years, and it will depend on companies, administrations, and professionals to find a balance that avoids an even greater labor crisis.”
If this trend continues, pressure on the labor market won’t just lead to a deep restructuring—it will strain the social fabric. Because this isn’t an individual problem; it’s a systemic anomaly that impacts thousands of professionals at a time when they still have much to contribute.
The Consequences of Early Senior Talent Exclusion
The premature exclusion of senior talent isn’t just a waste of knowledge and experience; it also poses an economic dilemma. What happens to professionals who can still generate value but whom the market no longer wants to hire? In other European countries, this transition is managed through reskilling and relocation mechanisms, whereas in Spain, the model remains one of silent expulsion.
The outcome is predictable: a shift of professionals into lower-skilled sectors, a rise in forced self-employment, and, in many cases, an early exit from the labor market. This isn’t just a problem for those affected—it also undermines the sustainability of the pension system and the country’s ability to leverage its own talent.
Companies seek experienced professionals, yet they are unwilling to pay for them. As a result, we face a paradox: a labor market that demands value but discards those who can provide it. If effective relocation strategies are not put in place and the relationship between age and employability is not rethought, social conflict will be inevitable. And when that happens, it won’t just be an issue for individuals—it will be a challenge for the entire economic and business system.
