Executive Space

Managing your team's total compensation is crucial for your company to remain competitive in today's market. This goes beyond just salary; it encompasses employee benefits, work flexibility, and professional training and development. For this reason, conducting compensation benchmarking becomes essential. This process involves analyzing and understanding the total reward practices of companies similar to yours, providing valuable insights to design an attractive and competitive compensation package.

We are excited to introduce the latest edition of our Interim Management Guide 2025. This guide is more than just an update on data and trends; it's a strategic tool designed to empower business leadership and facilitate critical decision-making. In a business and geopolitical landscape where the only constant is change, having agility and specialized knowledge is crucial not only for survival but for thriving.

At Servitalent, as a specialized HR consultancy, we understand the challenges faced by boards of directors, CEOs, and human resources directors. The pressure to innovate, optimize, and adapt is relentless. That's why we created this guide several years ago: to offer a clear and practical roadmap on how interim management can be a catalyst for transformation and strategic growth

In today's demographic landscape, managing senior talent (professionals aged 50/55 and over) has become a crucial strategic challenge for companies. The vast experience, consolidated knowledge, and strong work ethic of this group are invaluable assets. So, how can we retain and leverage this potential? We'll analyze compensation policies in Spain, comparing them with the U.S. model, to identify strategies that boost senior professional engagement.

Despite an increase in activity rates among 50 to 64-year-olds in Spain, challenges like senior unemployment and a decline in labor participation after 60-65 persist. Ageism and the cultural perception of retirement as a definitive withdrawal limit opportunities. Many SMEs also lack specific programs to retain and develop this crucial talent.

It's essential to rethink talent management strategies, especially compensation and benefits policies.

The world is undergoing a profound transformation. A new global order is emerging, with China's rise as a key global player and increasing geopolitical tensions. Globalization is giving way to deglobalization and protectionism, and uncertainty has become the norm. In this complex context, companies' ability to expand internationally and find the best talent in every corner of the world is more crucial than ever. Servitalent positions itself as an essential strategic partner in this process, as demonstrated by our successful first quarter of 2025 in international recruitment.

When a company turns to an interim manager, it usually does so with a clear objective: to tackle a specific business challenge within a defined timeframe. Whether it's to lead a transformation, face a crisis, temporarily replace a key figure, or launch a new line of business, the success of the mission depends not only on the skills of the interim manager but also on the context in which they will operate. And within that context, the team they will lead is a decisive factor for interim management.

In today's professional environment, negotiation stands as a crucial skill. Whether closing deals, resolving conflicts, or agreeing on contractual terms, the ability to negotiate effectively can be decisive for success. But how to act in the face of a particularly challenging negotiation style? Imagine this situation: you are in the final phase of a selection process for a key executive position. The company shows a clear interest in your incorporation, and you desire the position, but the negotiation of the compensation package, which includes salary and benefits, becomes a challenge. Your interlocutor's style is reminiscent of Donald Trump's: direct, unpredictable, and with a "win at all costs" mentality. How to approach this situation without yielding to all their demands or jeopardizing the negotiation?

In today's complex geopolitical landscape, talent management faces a growing challenge: the rise of tariffs. This situation introduces economic uncertainty that directly impacts talent attraction and the retention of professionals. Candidates, especially those with stable jobs, may show greater risk aversion and lower job mobility, fearing the potential negative repercussions on companies seeking professionals in the market.

What if retiring no longer meant ceasing to lead?

With the entry into force of Real Decreto-ley 11/2024, the pension system is adapting to an increasingly common reality: many people wish to continue contributing professional value after retirement. This reform regulates and facilitates three modalities – active, partial, and deferred retirement – which, together, open an unprecedented scenario for leveraging senior talent.

In this context, Interim Management not only fits in but is projected as the most effective and secure professional avenue to channel this continued employment.

Are you wasting valuable talent due to age?

Spain is in full economic recovery, with a general unemployment rate in decline (10.9% at the beginning of 2025, according to the INE). However, one of the major challenges of the current labor market remains age discrimination. Today, nearly 32% of unemployed people are over 50 years old, a figure that not only affects thousands of qualified professionals but also companies that miss opportunities to incorporate experience and strategic vision.

Eliminating ageism in selection processes is not just an ethical issue: it is a decision that directly impacts your company's productivity, innovation, and reputation.

Is your small business at risk due to rising costs?

According to recent data published by CEPYME, small companies (between 10 and 49 employees) are facing a challenging situation: labor costs increased by 4% in 2024, exceeding the general price increase (CPI of 2.8%). This limits their ability to compete, grow, and attract talent.

Why do small businesses have more difficulties than large ones?

This context highlights two distinct business realities. While large companies grew by 6.5% in employment last year, small ones barely reached 3.2%. This is because:

• They have less capacity to absorb costs and negotiate conditions with suppliers.
• They struggle to access specialized talent.
• Adapting to regulatory or market changes is slower.