Improving Active Labour Market Policies in Spain

8. Partnerships with employers

Abstract

This chapter examines how selected ALMPs in Spain established and maintained partnerships with employers to support participants’ integration into the labour market. It begins by outlining the rationale for assessing employer engagement and presents the benchmark used for the qualitative assessment. The chapter analyses the different approaches taken across the programmes assessed in terms of outreach strategies, efforts to align programmes with employer needs, promotion of inclusive hiring practices, and the direct involvement of employers in programme activities. It highlights good practices identified during the assessment and concludes with recommendations to strengthen employer collaboration in future ALMPs.

8.1. Understanding the criterion and its benchmark for qualitative assessment

The primary objective of ALMPs is to connect its participants with suitable employment opportunities. For this purpose, ALMP participants’ profiles and skills need to align with the needs of employers. Therefore, establishing robust links and partnerships with employers is crucial to increase the reach, relevance and effectiveness of ALMPs.

A crucial initial step involves raising awareness among employers about the existence of the programme. This includes proactive outreach and communication strategies to inform potential employers about the programme and its participants. Awareness-raising activities can include marketing campaigns, presentations at industry events, and engagement through professional networks. The goal is to understand employers’ needs and position ALMP participants as valuable potential employees who can meet these needs. Providing information to employers about the programme and establishing a relationship of trust and mutual understanding can boost employer engagement and lead to job opportunities for participants.

Once awareness and engagement among employers is established, the next step to maximise the effectiveness of an ALMP is to understand and adapt to employers’ needs. Partnerships with employers enable a more comprehensive view of the job market and better identification of the specific skill sets and qualifications that employers are seeking. By aligning the upskilling and reskilling components of ALMPs with these needs, the programmes can significantly enhance the employability of participants. Tailoring programmes in this manner also demonstrates to employers a commitment to meeting their requirements, fostering a more productive partnership.

Partnerships with employers also involve improving their understanding of the unique needs and potential of programme participants. This includes educating employers about the diverse backgrounds, challenges, and strengths of participants, which might require tailored approaches in the workplace. By facilitating this understanding, ALMPs can help create more inclusive work environments and encourage employers to adopt flexible practices that accommodate diverse employee profiles. This mutual adaptation benefits participants in securing and sustaining employment and equips employers with a broader perspective on workforce diversity and its advantages (OECD, 2022[28]).1

An exemplary practice in this context is “job carving,” a method that rearranges tasks to create tailored employment opportunities, particularly for individuals with constraints in fulfilling certain tasks (Geyer, Scoppetta and Davern, 2019[29]). A notable instance of successful job carving is found in Malta, where The Lino Spiteri Foundation (LSF)2 implements job-carving for people with disabilities. The Foundation operates both bottom-up, starting from the jobseeker’s capabilities, and top-down, from the employer’s perspective, to create or adapt roles. This approach has led to the creation of specialised roles, such as administrative assistants in accounting firms, specifically designed for people with disabilities. This method not only fosters inclusivity but also meets practical business needs, demonstrating the mutual benefits of adaptive employment strategies in ALMPs.

Integrating activities that directly involve employers within ALMPs emerges as a key strategic approach (OECD, 2022[30]). Firstly, it equips participants with practical skills and experience in interacting with potential employers, such as through mock interviews or workplace simulations. This direct exposure to real-world employment scenarios is invaluable in preparing them for the labour market. Secondly, involving employers in the programme, for instance, through site visits or participatory workshops, allows them to gain a deeper understanding of the programme’s functioning and its target population. Such engagement not only enlightens employers about the capabilities of the participants but also fosters a sense of investment and partnership in the development of a skilled workforce.

An illustrative example is Spain’s “Launching Pads for Employment and Entrepreneurship”3 programme (Dromundo, Lüske and Tuccio, 2023[13]). A key characteristic of this ALMP is forging strong connections with companies and entrepreneurs to address the challenges of hiring vulnerable groups. Employability maps are created, enabling participants to actively engage with employers, understand their needs and available vacancies, and thereby proactively position themselves in the labour market. The Launching Pads further enhance this interaction through various activities: workshops where companies visit the Launching Pads to discuss their needs and familiarise themselves with the programme and its participants; networking events with professionals, entrepreneurs, and experts; and employment forums. These initiatives not only provide participants with valuable opportunities to create their own professional networks but also enable employers to understand the unique potentials of these individuals, thereby fostering a mutually beneficial environment for both job seekers and employers.

Box 8.1. Benchmark for excellence: Partnership with employers

A benchmark ALMP can be distinguished by its effective partnerships with employers, crucial for aligning participant skills with labour market demand. Its key features include:

• Strategic outreach and communication to raise awareness among employers about the programme, effectively positioning participants as valuable assets to the labour market.

• The programme adapts to the evolving demands of employers, ensuring that upskilling and/or reskilling components of ALMPs are relevant and in-demand, thereby enhancing the employability of participants while meeting employer needs.

• The programme builds understanding among employers about the diverse backgrounds and unique challenges of participants, advocating for tailored workplace strategies that accommodate and leverage these differences for mutual benefit.

• The programme incorporates activities that directly involve employers, such as site visits, interactive workshops and real-world employment simulations (including mock interviews and workplace scenarios). These initiatives not only prepare participants for real-world employment scenarios but also foster employer engagement deepening their understanding of the programme’s goals and participant capabilities and encouraging investment in developing a skilled workforce.

8.2. Summary of the qualitative assessment results

8.2.1. Outreach and communication strategies

Employer outreach and communication efforts were implemented in most programmes, though their intensity and scope varied. Many programmes relied on employer prospecting visits, during which staff engaged with businesses to introduce the programme, discuss hiring needs, and highlight participant profiles. In some cases, these efforts were complemented by broader outreach campaigns, including business seminars and networking events to promote recruitment.

A particularly effective approach was observed in programmes where outreach strategies were tailored to specific employer concerns and hiring motivations. In some instances, outreach materials such as infographics, success stories, and targeted communication materials helped illustrate the value of hiring programme participants. Professional social networks, such as LinkedIn, were also leveraged in some cases to reach businesses more effectively.

8.2.2. Aligning with employer needs

Employer engagement in ALMPs is most effective when it is structured around labour market analysis and employer prospecting, allowing programmes to align their services with employer needs. Many programmes collected data and conducted comprehensive labour market studies, analysing statistical data, sectoral reports, and employer surveys to ensure that training and itineraries respond to real hiring needs. In certain cases, these efforts have led to structural changes, such as the introduction of new training specialties to address identified skill shortages.

Beyond analysing labour market trends, some programmes conducted direct employer prospecting, where dedicated staff engaged employers to map hiring opportunities and gather information on workforce needs. Prospecting was most effective when integrated early, allowing training components to be adjusted based on employer input. Delayed employer engagement may reduce job placement success, as participants’ skills may not align with current hiring needs. Some programmes also used employer prospecting to secure hiring commitments, where businesses agree in advance to recruit participants. While such commitments can smooth transitions into employment, they can be difficult to secure as businesses may be reluctant to commit due to uncertain hiring needs or legal concerns. Nevertheless, in programmes that actively maintain employer relationships throughout programme delivery, hiring commitments are more easily upheld as employers feel engaged in the broader process.

Some programmes took employer engagement a step further by integrating them into programme design and delivery. Employers were not only consulted but also actively co-designed training content, ensuring that the skills taught align with evolving market needs. Other programmes involved employers in training implementation itself, allowing participants to learn directly in workplace settings.

8.2.3. Promoting employer inclusive practices

Some programmes actively promoted more inclusive hiring practices. A key approach observed was embedding employer outreach within corporate social responsibility (CSR) initiatives, encouraging businesses to engage based on shared social commitments.

Programmes also addressed preconceived biases and concerns employers may have about hiring from disadvantaged groups. Awareness-raising efforts highlighted participants’ resilience, adaptability, and diverse professional profiles, shifting the focus from perceived barriers to the value these workers can bring to businesses. In some cases, direct engagement with employers helped dispel misconceptions about specific target groups, such as women victims of gender violence or individuals with disabilities, increasing their likelihood of recruitment.

To further encourage inclusive hiring, some programmes informed employers about financial incentives, such as subsidies, tax incentives, or social security reductions available for businesses hiring specific vulnerable groups. Moreover, some programmes prioritised engaging employers already committed to inclusive hiring. Instead of broad, untargeted outreach, these programmes focussed on businesses with diversity policies, work-life balance measures, or prior experience hiring vulnerable groups, increasing the chances of sustainable employer partnerships.

8.2.4. Direct employer involvement in programme activities

Employer participation in ALMP activities was found to be highly beneficial, particularly when companies were engaged beyond traditional job-matching efforts.

Some programmes fostered direct interactions between employers and participants through company visits, job fairs, and networking events, where job seekers gain first-hand exposure to hiring processes, workplace expectations, and sector-specific requirements. Speed-dating-style recruitment sessions were also used in some programmes, allowing employers to conduct on-the‑spot candidate assessments while enabling participants to showcase their skills.

Beyond recruitment events, some employers contributed to career preparation and professional development by delivering sector-specific training workshops, where they offered practical insights into hiring expectations, technical skills, and soft skills that are particularly valued in their industries. Some employers also engaged corporate volunteers and mentor participants, provide interview coaching, and offer job search support, helping job seekers refine their applications and improve their employability. Additionally, some employers participated in social and well-being support activities, helping participants build confidence, resilience, and workplace readiness – particularly relevant for vulnerable job seekers who may face additional barriers to employment.

Some programmes went further by involving employers directly in training delivery, ensuring that skill development aligns closely with industry needs. In certain cases, businesses provided on-the‑job training opportunities, allowing participants to gain hands-on experience in real workplace settings.

However, direct employer involvement was not always feasible. In some programmes, particularly those serving vulnerable populations such as victims of gender-based violence, privacy concerns had to be carefully balanced with employer engagement efforts. In these cases, employer interactions were designed to be voluntary, ensuring that participants could choose whether to take part in activities that involved direct exposure to potential employers.

8.3. Good practices identified

The following two examples, identified during the assessment exercise and presented in Box on good practices 14 and Box on good practices 15, showcase effective approaches to engaging employers throughout the design and delivery of ALMPs. The first example, from La Rioja, illustrates how a partnership between an NGO and a technology company enabled tailored training and direct pathways to employment in the IT sector. The second example highlights how the Red Cross in Cataluña and Madrid builds inclusive and sustained collaboration with employers to support the labour market integration of women victims of gender-based violence and human trafficking. These cases reflect different but complementary strategies for strengthening employer involvement and improving employment outcomes.

Box on good practices 14. Partnership with employers in the programme “Opening the Doors to the IT World” in La Rioja

The “Opening the Doors to the IT World” programme in La Rioja exemplifies an innovative approach to building effective employer partnerships in ALMPs. By integrating employers as service providers and thus into the programme’s design and implementation, and focussing on practical, market-driven training models, the programme not only enhances participant employability but also meets the evolving needs of the labour market.

Strategic employer involvement from the start

Employer involvement is integral from the outset, influencing both the design and the selection of service providers. La Rioja incorporates employer involvement as a key criterion for selecting service providers. The programme is specifically designed to enhance the employability of vulnerable groups but also to address local hiring challenges. This dual-focussed approach led to the selection of a collaborative partnership between the NGO YMCA, renowned for its support to vulnerable groups, and NEXGEN S.L., a pioneering technology company, to implement the programme. This strategic choice ensures that the programme not only fosters participant development but also meets the specific staffing needs of employers.

Direct involvement of employers in the design and implementation of the programme

One of the most innovative aspects of this project is the direct involvement of employers like NEXGEN, which acts both as an employer and a service provider. This engagement ensures that the training is directly relevant and responsive to market needs. Furthermore, NEXGEN commits to providing internships and potential employment opportunities, creating a seamless transition from training to employment for participants.

Training methodology: practical, innovative, and responsive

The programme is designed in a “boot camp” style and is based on a “learning by doing” methodology. This practical approach ensures that the training is not only theoretical but also applies newly obtained knowledge in real-world settings, closely mirroring actual work environments. The methodology also seeks to enhance group dynamics and prepares participants for team-based and goal-oriented work settings. The programme is dynamically designed to adapt to the evolving needs of the technology sector, ensuring that participants gain skills in high-demand areas. By designing and implementing training that directly addresses the requirements of employers in the IT sector, the programme bridges the gap between training and actual job requirements.

Awareness raising and mutual benefit

By being intricately involved in the programme, NEXGEN S.L. gains a deep understanding of the unique challenges and strengths of vulnerable groups. This involvement not only raises awareness about the potential of these individuals but also demonstrates how, through targeted training and support, participants can successfully secure positions in the competitive and skilled IT sector – a field typically unexpected for such groups.

Source: Authors from information collected through questionnaires and consultations.

Box on good practices 15. Effective collaboration with employers for programmes targeting women victims of gender violence and human trafficking in Cataluña and Madrid

Employer outreach, communication, and inclusivity efforts

In both Cataluña and Madrid, the Red Cross implements strategies to reach out to employers about the programme and its participants. It organises meetings with target companies offering positions compatible with participants’ profiles. These meetings aim to inform employers about the programme’s objectives, characteristics, and the profiles of the participants. By engaging with employers, their human resources or corporate social responsibility departments, they explore various avenues of collaboration and involvement in different phases of the programme.

Both programmes also raise awareness among employers about the diverse backgrounds and specific challenges of participants. Companies are informed about participants’ skills, circumstances, and needs, including work-life balance. This helps employers appreciate the value of a diverse workforce.

In Cataluña, this outreach is complemented through the development of communication materials that highlight success stories and the mutual benefits of hiring participants. Practical workshops and roundtables on relevant industry topics further support knowledge exchange and build stronger connections with employers.

In Madrid, a dedicated business collaboration team of ten people disseminates information to both established and new companies, with one staff member focussing solely on prospecting for the programme for victims of violence. Madrid’s Red Cross also participates in the Women’s Institute’s initiative “Companies for a Society Free of Gender Violence”, which engages 86 companies in promoting the social and labour integration of women victims of violence. These initiatives, alongside efforts to identify companies with equality plans, enhance collaboration opportunities.

Adapting to labour market needs

In both regions, the Red Cross adapts its programmes to meet the changing needs of the labour market by conducting ongoing labour market analysis. Dedicated prospecting teams in both Cataluña and Madrid actively gather insights directly from employers, assess sector-specific trends, and identify emerging employment opportunities and required skills. This information informs the design of training itineraries to ensure that participants are equipped with relevant competencies that match the demands of local employers. The result in both regions is a highly responsive programme that adapts itineraries to match current labour market demands.

Fostering employer engagement

Both programmes create direct opportunities for employers to engage with participants. These interactions include workshops, speed-dating sessions, and company visits, allowing employers to interact with participants in meaningful ways. Such activities ensure that employers are actively involved in the programme and support participants’ transition into the labour market.

In Cataluña, many corporate social responsibility actions, such as lectures, training, and speed dating, involve employers voluntarily coaching participants. These employers do not necessarily recruit participants later; instead, they provide valuable feedback, talks, and technical-professional monographs to help participants align with current labour market needs. Additionally, hiring companies either visit the programme’s facilities or welcome participating women to their premises for recruitment activities like speed dating, where companies lead the selection process in situ.

In Madrid, companies are involved in a variety of activities designed to support participants’ personal and professional development. They organise sessions to promote physical, mental, and emotional well-being, helping participating women to manage emotions and build resilience. Additionally, companies offer workshops on personal branding and job search strategies, where participants learn to project their strengths and prepare for interviews. Work placements are also provided, allowing participating women to gain practical experience in job-specific roles. The annual Employment Fair in Madrid further facilitates interactions, offering participants the chance to meet employers, explore job offers, and participate in on-the‑spot interviews.

Source: Authors from information collected through questionnaires and consultations.

8.4. Policy directions: Avenues for strengthening partnerships with employers in future ALMPs

8.4.1. Establish employer partnerships as a core component of ALMPs

Employer engagement was often left to the discretion of service providers or implementing entities, leading to variability in employer involvement across programmes. To ensure stronger and more consistent partnerships between employers and those delivering ALMPs (including PES and service providers), future ALMP should:

• Define clear employer engagement requirements in programme regulations and guidelines. This could include requiring dedicated employer prospecting activities (to identify, engage and build relationships with potential employers), formal employer consultation processes, employer-led programme activities, or co-designed training components.

• Encourage long-term partnerships rather than ad hoc employer involvement, by promoting continuous collaboration between ALMP delivery actors and business networks, chambers of commerce, and sectoral employer associations.

• Integrate employer engagement indicators into programme monitoring and evaluation frameworks, to track participation levels, hiring outcomes and employer satisfaction.

8.4.2. Strengthen labour market analysis and employer prospecting

Labour market analysis and employer prospecting are key to ensuring that training pathways align with demand, yet they were not systematically integrated into all programmes. Future ALMPs should:

• Expand the use of real-time labour market data by systematically leveraging job vacancy data analysis, employer surveys, and sectoral studies to anticipate skill needs, building on existing efforts such as the Occupations Observatory (Observatorio de las Ocupaciones) of SEPE and comparable initiatives co‑ordinated by regional public employment services.

• Ensure that labour market analysis and employer prospecting occur at the early stages of programme design, allowing programme content to be adjusted to actual and local labour market needs.

• Encourage structured employer prospecting efforts, if resources allow, with dedicated staff responsible for engaging with employers, mapping hiring needs, and securing employer commitments. These efforts could build on the employer support services already regulated under Royal Decree 438/2024, including job vacancy management, recruitment advice, and offer promotion through channels such as the EURES network.

8.4.3. Integrate employers into programme design and delivery

Strong partnerships, where employers actively contribute to programme design and delivery, increase the chances that participants develop the right skills and are well-prepared for job opportunities. Future ALMPs should:

• Systematically involve employers in shaping programme content, in particular upskilling and reskilling components, to ensure that qualifications and skills developed match hiring requirements and reflect demand needs.

• Encourage structured employer-led activities, including recruitment-oriented interactions-such as job fairs, company visits, and interview simulations- to familiarise participants with hiring expectations and sectoral demands, as well as career preparation and professional development activities- such as technical workshops, industry-specific certifications, and sector-based mentoring- to strengthen employability and job search skills.

• Expand employer-led training initiatives, such as on-the‑job training, apprenticeships, and internships, to enhance participants’ real-world experience and job readiness.

• Promote models where employers act as both training providers and hiring entities, particularly in high-demand sectors where workforce shortages exist.

8.4.4. Foster more inclusive hiring practices

To improve labour market access for disadvantaged groups, ALMPs should go beyond job-matching and actively promote inclusive hiring practices among employers. Future ALMPs should:

• Replicate successful employer engagement practices, such as raising awareness of workforce diversity benefits, leveraging corporate social responsibility (CSR) initiatives, informing businesses about financial incentives (e.g. tax benefits and social security reductions), and prioritising engagement with companies already implementing diversity and work-life balance policies.

• Go beyond current practices by introducing approaches not observed in the assessed programmes, such as job carving, where roles are adapted to match the capabilities of job seekers while meeting business needs. Successfully implemented in other contexts, this method could create new employment opportunities for individuals facing specific constraints, such as a cognitive and/or physical disability, and foster more adaptive workforce solutions.

8.4.5. Ensure employer engagement is tailored to different target groups

Employer engagement strategies should be adapted to the needs of different participant groups to ensure meaningful involvement and avoid creating unintended barriers to participation. For vulnerable groups, such as victims of gender-based violence, employer-led activities should be voluntary, allowing participants to opt in based on their comfort level.

Notes

← 1.  See OECD/DG Reform project: “Reforming the Existing and Designing of New Measures for Activating Inactive Persons and Their Inclusion in the Labour Market in Bulgaria”, particularly the note on new ways to reach out to employers.

← 2.  Details of the programme are available on the main website: https://linospiterifoundation.org/.

← 3.  Details of the programme are available on the main website: https://www.lanzaderasdeempleo.es.