Passion remains a powerful driver of attractiveness. But it is no longer enough to compensate for certain structural weaknesses in the sports job market. This is the observation that emerges from the study devoted to the employer brand in the sports sector. Produced for Afdas, it provides a particularly comprehensive overview of the attractiveness, visibility and retention capacity of employers in the sector.
On the economic front, the indicators are rather favorable. The sector had 36,134 employing structures in 2023, a number twice as high as ten years ago. Its economic weight is estimated at nearly 10 billion euros. The entrepreneurial dynamic remains strong with nearly 15,000 creations of entities recorded in 2021, mainly in teaching, management and sports coaching activities. The economic fabric, however, remains largely dominated by the associative model, which represents 75% of employers.
The sector also benefits from a strong territorial anchorage and a relatively solid self-financing capacity. Associations finance on average 60% of their budget through their own resources, while commercial structures reach a rate of 72%. Elements that help to strengthen the perception of a growing sector that creates professional opportunities.
A sector that attracts young people but struggles to keep them
The study highlights another strength of sport: its ability to attract new entrants. The branch employed 196,538 employees in 2023 and its workforce increased by 7% between 2011 and 2021, compared to only 0.9% for the entire French economy over the same period.
The employed population is also distinguished by its youth. Nearly 29% of employees are under 25 years old and the average age is 34.2 years. The development of alternation constitutes another positive signal. Work-study students now represent 14.7% of the workforce, a rate well above the national average. Their number has quadrupled in just four years.
However, this attractiveness does not automatically translate into lasting loyalty. The report highlights a turnover rate of 28% in the sector, which rises to 50% among those under 25. This is particularly worrying data at a time when employers are seeking to stabilize their teams and secure their skills.
The conditions of employment partly explain this situation. If permanent contracts represent 73% of contracts, the sector remains marked by part-time work, which still concerns 28% of employees. Atypical hours are also a strong reality: 91% of professionals work weekends and 82% work regularly in the evening. Added to this is the fact that one in five employees report being exposed to a risk in the context of their professional activity.
The issue of employer branding is changing in dimension
Beyond the figures, the study identifies several levers likely to strengthen the sustainable attractiveness of the sector. The first remains the promotion of “passionate professions”, which continue to benefit from a positive image among younger generations. The development of health sport, the rise of new practices, the digitalization of activities and the legacy of the Paris 2024 Olympic and Paralympic Games also constitute opportunities to renew the employer discourse.
But the authors above all emphasize the need to go beyond the sole vocational promise. Candidates now expect development prospects, a better balance between professional and personal life, more stability and increased recognition of their skills.
The issue is all the more strategic as competition intensifies between sectors. Sports companies no longer recruit only against their counterparts. They find themselves in competition with the entire labor market to attract qualified profiles, particularly in management, development, management and even marketing positions.
Alain Jouve
PakarPBN
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