According to a study by SD Worx, 60% of employees in Spain believe that their talent and potential are not fully leveraged in their current role. The frustration is often directed at the company, as 76% of workers consider that their company does not facilitate exploring new positions, roles, or internal projects aligned with their skills, creating a sense of stagnation and a lack of future prospects.
This perception contrasts with the priorities of Human Resources departments. Although almost half (49%) of HR professionals consider workforce planning a priority task for 2026, their focus is conditioned by the short term: ensuring adequate staffing levels (45%), ensuring service continuity (41%), and controlling costs (37.5%). This operational view can lead to a loss of strategic vision about the most valuable asset of companies, which is their own talent.
The value of “hidden talent” that goes unnoticed in companies
The study reveals a disconnect between business planning and the expectations of its workers. While employees demand growth opportunities, only a third (33%) perceive real possibilities to move to a different position within their company. The research suggests that this situation is not due to a lack of willingness, but to a misalignment between day-to-day planning and long-term strategy, since four out of ten Spanish companies (41%) acknowledge not knowing what skills they will need in the next two or three years.
Spanish companies have the opportunity to discover and activate the “hidden talent” they already possess. Although more than half (54%) are already working to steer their planning toward skills rather than merely roles, employees’ perception indicates that the path is not yet complete. Strengthening this strategic vision is key to not losing the potential that is already at home.
Technology coexists with human strategy in planning
In the pursuit of efficiency, companies rely on technology. The 65% of HR directors in Spain believe that their leaders already have the technology necessary to plan their workforce effectively. However, this technology does not reach all positions. More than half of employees (58%) believe that their company does not provide them with the right technology to plan their work effectively, and four in ten feel that there are not enough hands in their teams to get the job done.
Additionally, both companies and employees agree that technologies such as AI, by themselves, are not sufficient. The human factor remains fundamental. Only 27% of executives would bet on total automation of workforce planning, compared to 38% who prefer a hybrid model between people and technology. The use of AI in HR departments today is concentrated in administrative tasks such as timekeeping (30%) or payroll management (28%), but has not yet moved into the more strategic and human areas such as well-being, professional development, mental health, or remuneration decisions, where only 18% of executives see it as a priority.
“Companies must think carefully about how they allocate their staff, both now and looking ahead to the future,” says Bruce Fecheyr-Lippens, HR Director at SD Worx. “This starts with a clear understanding of the work, the employees’ skills, and the overall context in which teams collaborate. To achieve this, the HR department must also collaborate with other departments, such as IT, finance, and operations. Furthermore, workforce planning should not be a one-off or reactive task, but a continuous process that allows proactive anticipation. Scenario planning helps prepare for change. Making the company’s competencies visible and giving employees opportunities to move between teams, roles, or projects will enable better talent utilization and make the company more agile.
