The difficulty of finding suitable personnel is no longer an issue that concerns the Human Resources department alone. For many businesses, it is developing into a significant operational risk, as it can affect production, service quality, deliveries, customer service and, ultimately, their ability to grow. <\/p>\n\n
Official data show that the Greek labour market has improved significantly, without, however, eliminating the challenge of staffing. According to ELSTAT, Greece\u2019s seasonally adjusted unemployment rate stood at 7.9% in July 2026, compared with 8.9% in July 2025. The number of employed people reached approximately 4.38 million, while the number of unemployed people declined to 376,508. The increase in employment is undoubtedly a positive development, but at the same time it means that the available pool of candidates is gradually becoming smaller. <\/p>\n\n
During the same period, businesses continue to report vacancies that they struggle to fill. Eurostat estimated Greece\u2019s job vacancy rate at 2.1% in the first quarter of 2026, while the corresponding rate in the services sector reached 2.9%. This creates an apparently contradictory picture: there are still people outside employment, while at the same time businesses are unable to find the personnel they need. <\/p>\n\n
In reality, the problem cannot simply be explained by saying that \u201cthere are no workers available.\u201d It is often a mismatch between the people available and the actual needs of the labour market. Candidates may not be located in the area where the position is available, may not have the required experience or certification, may be unable to work the required shifts, or may feel that the terms offered do not adequately compensate for relocation, accommodation costs or the nature of the work itself. <\/p>\n\n
\u0397 \u03b5\u03c0\u03bf\u03c7\u03b9\u03ba\u03cc\u03c4\u03b7\u03c4\u03b1 \u03b5\u03c0\u03b9\u03b2\u03b1\u03c1\u03cd\u03bd\u03b5\u03b9 \u03b1\u03ba\u03cc\u03bc\u03b7 \u03c0\u03b5\u03c1\u03b9\u03c3\u03c3\u03cc\u03c4\u03b5\u03c1\u03bf \u03c4\u03b7\u03bd \u03ba\u03b1\u03c4\u03ac\u03c3\u03c4\u03b1\u03c3\u03b7. \u03a4\u03bf\u03c5\u03c1\u03b9\u03c3\u03c4\u03b9\u03ba\u03ad\u03c2 \u03b5\u03c0\u03b9\u03c7\u03b5\u03b9\u03c1\u03ae\u03c3\u03b5\u03b9\u03c2, \u03bc\u03bf\u03bd\u03ac\u03b4\u03b5\u03c2 \u03b5\u03c3\u03c4\u03af\u03b1\u03c3\u03b7\u03c2, \u03b1\u03b3\u03c1\u03bf\u03c4\u03b9\u03ba\u03ad\u03c2 \u03b5\u03ba\u03bc\u03b5\u03c4\u03b1\u03bb\u03bb\u03b5\u03cd\u03c3\u03b5\u03b9\u03c2, \u03b2\u03b9\u03bf\u03bc\u03b7\u03c7\u03b1\u03bd\u03af\u03b5\u03c2, \u03c3\u03c5\u03c3\u03ba\u03b5\u03c5\u03b1\u03c3\u03c4\u03ae\u03c1\u03b9\u03b1 \u03ba\u03b1\u03b9 \u03b5\u03c4\u03b1\u03b9\u03c1\u03b5\u03af\u03b5\u03c2 logistics \u03b1\u03bd\u03b1\u03b6\u03b7\u03c4\u03bf\u03cd\u03bd \u03c3\u03c5\u03c7\u03bd\u03ac \u03bc\u03b5\u03b3\u03ac\u03bb\u03bf \u03b1\u03c1\u03b9\u03b8\u03bc\u03cc \u03b5\u03c1\u03b3\u03b1\u03b6\u03bf\u03bc\u03ad\u03bd\u03c9\u03bd \u03bc\u03ad\u03c3\u03b1 \u03c3\u03b5 \u03c0\u03b5\u03c1\u03b9\u03bf\u03c1\u03b9\u03c3\u03bc\u03ad\u03bd\u03bf \u03c7\u03c1\u03bf\u03bd\u03b9\u03ba\u03cc \u03b4\u03b9\u03ac\u03c3\u03c4\u03b7\u03bc\u03b1. \u038c\u03c4\u03b1\u03bd \u03c0\u03bf\u03bb\u03bb\u03ad\u03c2 \u03b5\u03c0\u03b9\u03c7\u03b5\u03b9\u03c1\u03ae\u03c3\u03b5\u03b9\u03c2 \u03b4\u03b9\u03b5\u03ba\u03b4\u03b9\u03ba\u03bf\u03cd\u03bd \u03c4\u03b1\u03c5\u03c4\u03cc\u03c7\u03c1\u03bf\u03bd\u03b1 \u03c4\u03bf \u03af\u03b4\u03b9\u03bf \u03b1\u03bd\u03b8\u03c1\u03ce\u03c0\u03b9\u03bd\u03bf \u03b4\u03c5\u03bd\u03b1\u03bc\u03b9\u03ba\u03cc, \u03b5\u03ba\u03b5\u03af\u03bd\u03b5\u03c2 \u03c0\u03bf\u03c5 \u03be\u03b5\u03ba\u03b9\u03bd\u03bf\u03cd\u03bd \u03b1\u03c1\u03b3\u03ac \u03c4\u03b7\u03bd \u03b1\u03bd\u03b1\u03b6\u03ae\u03c4\u03b7\u03c3\u03b7 \u03ad\u03c7\u03bf\u03c5\u03bd \u03bb\u03b9\u03b3\u03cc\u03c4\u03b5\u03c1\u03b5\u03c2 \u03b5\u03c0\u03b9\u03bb\u03bf\u03b3\u03ad\u03c2 \u03ba\u03b1\u03b9 \u03b1\u03bd\u03b1\u03b3\u03ba\u03ac\u03b6\u03bf\u03bd\u03c4\u03b1\u03b9 \u03bd\u03b1 \u03bb\u03ac\u03b2\u03bf\u03c5\u03bd \u03b1\u03c0\u03bf\u03c6\u03ac\u03c3\u03b5\u03b9\u03c2 \u03c5\u03c0\u03cc \u03c0\u03af\u03b5\u03c3\u03b7. <\/p>\n\n
Seasonality places even greater pressure on the situation. ourism businesses, food service companies, agricultural operations, industrial facilities, packaging companies and logistics providers often need to recruit large numbers of workers within a limited period of time. When many businesses are competing for the same workforce at the same time, those that begin their search too late have fewer options and are forced to make decisions under pressure. <\/p>\n\n
At the same time, the burden is usually transferred to existing employees. Overtime, the continuous redistribution of responsibilities and prolonged pressure increase fatigue and the likelihood of mistakes. It is therefore not surprising that, in a European Commission survey, 48% of small and medium-sized enterprises identified an increased workload for existing employees as a key consequence of skills shortages. When this situation continues for an extended period, it can lead to further employee departures and create a vicious cycle of understaffing. <\/p>\n\n
Equally important is the risk of rushed hiring. When the recruitment process begins at the last minute, the time available for evaluation is reduced, the range of options becomes narrower and the likelihood of hiring someone who does not meet the requirements of the role increases. A poor hiring decision can result in training costs, management time, lost productivity and, ultimately, the need to begin the recruitment process again. <\/p>\n\n
A more effective approach begins with early planning. Every business needs to understand what workforce it will require over the next six to twelve months, which roles are critical to its operations and how much time is realistically needed to fill them. It should also identify seasonal peaks, potential employee departures and periods during which workload is expected to increase. <\/p>\n\n
At the same time, it is important to assess the terms of each position realistically and honestly. Compensation, working hours, shifts, transportation, accommodation, responsibilities and career development opportunities all play a decisive role in a candidate\u2019s decision. When a job advertisement does not deliver results, the solution is not always to publish exactly the same advertisement again. The overall employment proposition offered to the candidate may need to be reconsidered. <\/p>\n\n
A well-organised business does not rely on a single recruitment channel. It develops multiple sources of candidates, maintains contact with people who have been evaluated in the past and plans alternative solutions for difficult or recurring staffing needs. When a large number of employees is required, when a business is located far from major urban centres or when positions involve occupations facing shortages, the process needs to begin even earlier and be organised with greater precision. <\/p>\n\n
Staffing should therefore not be treated merely as a reaction to a vacant position. It should be considered part of operational planning, just like supply management, equipment maintenance and financial planning. No business can predict every employee departure or every change in demand. It can, however, identify its critical needs early, create alternative options and avoid making decisions under pressure. <\/p>\n\n
The best time for a business to begin searching for personnel is not when a vacancy has already started to affect its operations. It is before the need becomes urgent. <\/p>\n","protected":false},"excerpt":{"rendered":"
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