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Globalization is one of the phenomena that has changed the global landscape. The increasing internationalization and openness initiated after World War II and driven by trade agreements arising from 1947 under the umbrella of the GATT (General Agreement on Tariffs and Trade) and, subsequently, the World Trade (WTO), exponentially increased inter-national trade and financial transactions. This, coupled with technological development and the advancement of communications and transport, has driven the creation of an interconnected world with fewer barriers. The growing tariff war unleashed by the US administration may slow this process, but it will hardly stop it.

Globalization has affected trade, direct investment, regulation, culture, and living habits, as well as the dynamics of occupation and employment in various countries. The phenomenon of globalization and its impact on employment and talent management provokes a heated debate between advocates and detractors. The relocation of large multinationals to less developed countries that represent an opportunity to reduce costs has generated jobs and development in the countries of destination. Because of the loss of local jobs involved. There is no agreement on the job loss of globalization and relocation in developed countries. Some authors, such as Autor, Dorn, and Hanson (2013), went so far as to point out that imports from China during the 2000s resulted in the loss of nearly two and a half million jobs in the United States. While economists point to the relocation and specialization of countries as beneficial that results in greater efficiency, competitiveness, and, ultimately, economic growth (and therefore more long-term employment), this debate has led to a deep social tension in some countries and a return to more protectionist policies.

In any case, organizations cannot waste the business opportunities that come from a global world, and therefore must define the necessary strategies that allow them to join and be part of these new international markets.

In this context, the concept of entrepreneurship emerges as a differential asset to generate wealth and satisfy the characteristics of an evolving labor market, marked in Europe by: a mature population, a strong diversity by age, immigration, innovation and digitization, the search for sustainability, scarce talent, and internationalization among other levers. In the case of Spain, entrepreneurship arises between necessity and opportunity. A movement in which the foundations of neoclassical economic theory are intermingled in which the decision to undertake is a rational decision in which the individual takes into account all the information he has and compares the benefits and risks, with other alternatives he has, which sometimes do not exist. However, this approach is completed by that of psychology or sociology in which the individual takes into account their values, motivations, cultures, and passions.

This chapter is structured as follows. Paragraph 2 examines the European context. It presents how to navigate in it from the talent perspective in a changing market. In paragraph 3 we present some significate changes in the labor force in the European labor market, referring to aspects relating to productivity, age diversity, reskilling, as well as redefining the concept of work in a different economy. The “gig economy, where the technological impact inevitably brings with it aspects that influence labor costs, and polarization of an entire global market within the EU. In paragraph 4 we present the entrepreneurship overview in Spain concerning to the countries around it. It presents the perception that the Spanish population has about aspects related to entrepreneurship such as choice of career, perception of opportunities, entrepreneurial activity, intention and motivation to undertake or degree of innovation in entrepreneurship activities in this dynamic labor market; and finally in paragraph 5 we offer a discussion about what´s next in an uncertain labor market in an integrated Europe.