Employees on the run from the household enterprise | Business | EUROtoday

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Work in a model household enterprise. And it does so in a contradictory manner. For higher and for worse. On the one hand, the workforce of one of these firm, which generates 67% of personal employment in Spain (6.6 million jobs), is far more dedicated than these of different corporations: 5% extra. And, however, the workers attrition charge far exceeds that of non-family organizations: it’s 8% larger, in accordance with the report. The household enterprise within the new work atmosphere: challenges, obstacles and formulation to advertise expertise, ready by EY and IE University and whose conclusions are introduced on this article. 1 / 4 of the staff of corporations within the arms of sagas intend to go away them (in comparison with 17% of the remainder of the businesses), the truth is, 64% of them are already actively trying to find employment (in comparison with 46%). .

Dissatisfaction with wage, lack of alternatives for promotion and in addition flexibility are the explanations that trigger workers to go away in any kind of group, however with a better incidence in these of a household nature, “which offer less competitive salaries”, recognize the examine. In truth, when a employee goes from receiving a remuneration within the tenth percentile (between 20,000 and 40,000 euros per 12 months) to a different within the ninetieth percentile (from 60,000 to 80,000 euros), their intentions to go away the corporate are diminished by 1 / 4 in comparison with solely the 11% of corporations normally.

“It is more difficult for family businesses to recruit staff because in terms of salaries we are still not as competitive as we should be. In Persán until recently we compared our salaries with those in Seville and now that doesn't work because we have to attract talent from any multinational and it is difficult to get it from Madrid or Barcelona,” admits Mónica Osborne, human resources director of the Seville-based company that manufactures detergents and cleaning products that until 2018 was a Mercadona intersupplier and had a turnover of 300 million euros and today has three factories in Spain, France and Poland, moves a sales volume of 800 million and employs 2,000 people. Last year it hired more than 250 workers and this year it continues to recruit, the executive maintains.

Other clan-owned firms deny that their salaries are below the market, such as Hijos de Rivera (Estrella Galicia) or Galletas Gullón. In general, they do recognize that the career path in them tends to be more horizontal (the structures are smaller and flatter, so there are often not opportunities for all workers). Unless they are at their peak of growth, indicates Paco Hevia, corporate director of the Palencia cookie company, which in 2023 hired 323 people to close the year with more than 2,000 direct jobs and with the intention of hiring a hundred more in this exercise.

Hevia intones the mea culpa of family societies when it comes to labor flexibility: “They tend to understand work in a more classical way, requiring in-person presence and they lose competitiveness because of it, since especially young people currently want to telework,” he says. Only 53% of workers in household companies have the choice of distant work (in comparison with 83% of non-family companies) they usually solely achieve this in the future per week on common in comparison with three days for the remainder. However, teleworking doesn’t symbolize such a differential argument for workers retention in these organizations as in non-family organizations, the place it’s vital and reduces the intention to resign from the place by 15%, in accordance with the examine.

The same goes for flexible schedules (from which 56% of staff benefit instead of 80% of organizations that are not controlled by lineages) or, in general, a work environment that is less prone to conciliation. Going from an unfavorable work environment to one that is very favorable to the balance between personal and professional life reduces the intention to leave by 23% in family companies and 34% in those that are not. But this does not mean that societies governed by sagas can ignore the demands of workers, clearly focused on flexibility, the report advises. Many don't. Like Estrella de Galicia with 40% teleworking. “For family businesses to gain competitiveness, they have to offer more teleworking. They also need to grow in size and thus generate opportunities for all employees,” appreciates David Ruiz-Roso, partner at EY.

His counterpart at the consulting firm Jaime Sol believes that, at a time when the worker has gained eight points in his bargaining power vis-à-vis the company since 2019, family companies must value their advantages, which are not exactly few. Job stability is the main one, highlighted by 27% of those surveyed for the study compared to 21% of non-family firms. While the limited development opportunities cited are the negative side of this stability; that people stay in their jobs and, with this, there are fewer vacancies in these organizations, says Rocío Bonet, professor at IE University.


“The strengths of family businesses are stability and quality of employment. In Estrella de Galicia more than 90% of the contracts are indefinite, it is a very high rate taking into account the seasonality of production in the factories,” says José Yera, head of Occupational Health and Safety at Corporación Hijos de Rivera, which has with a staff of 1,300 people and continues to hire. And, of course, the purpose, he highlights, “which goes beyond making money and rewarding the shareholder: we want to have an impact on the local economy where we carry out our activity,” Hevia emphasizes. “It is the strength that we have to take advantage of in family firms to attract and retain talent,” Yera continues. The goal generates a better emotional connection between the worker and the corporate, the place he additionally tends to take part extra actively in decision-making than in non-family organizations, highlights Mónica Osborne.

“The nature of the family business is paradoxical, since it is capable of generating greater commitment and job stability, but at the same time it has difficulties in meeting the demands of workers in terms of salary and flexibility,” summarizes Cristina Cruz, director of the Center. for Business Families from IE University. This establishment and the consulting agency EY suggest a decalogue of suggestions for societies within the arms of households: along with bettering salaries and selling flexibility, clearly transmitting the power of goal, designing labor fairness mechanisms, selling inside mobility to generate job alternatives. profession, in addition to employer model, relearning and well-being, amongst others.

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