Blog & News

Volatile markets, structural talent shortages, and rising labor costs are forcing companies to rethink their workforce strategies. Traditional headcount planning is no longer sufficient. What organizations need today is a resilient workforce strategy that intelligently balances stability and flexibility.

Companies that actively manage their workforce mix can:

• reduce fixed cost risks

• shorten time-to-capacity

• secure access to critical skills

• improve operational responsiveness

This article explains how organizations can systematically build workforce resilience — and how modern HR service providers support this transformation.

Why Workforce Resilience Is a Must-Have in 2026

The framework conditions for workforce planning have fundamentally changed. HR leaders today face a combination of:

• fluctuating demand

• accelerated digital transformation

• persistent talent shortages

• rising labor costs

As a result, planning certainty is decreasing while the need to scale the workforce flexibly is increasing.

Many organizations, however, still rely on static staffing models. This creates structural tension between cost control, delivery capability, and flexibility.

The Limits of Traditional Workforce Planning

Traditional workforce planning often follows a linear logic: more demand → more permanent hires. In volatile markets, this approach is increasingly ineffective.

High Fixed Costs Increase Risk

A large permanent workforce raises the fixed cost base. During downturns, companies quickly face:

• underutilization

• productivity losses

• margin pressure

Time-to-Hire Is No Longer Enough

Today, the more critical metric is:

Time-to-Capacity = time until productive deployment

Organizations that are too slow here lose competitive ground.

The 4-Layer Model of a Resilient Workforce Strategy

Leading companies structure their workforce using a layered approach that combines stability with flexibility.

1. Secure the Strategic Core Workforce

The core workforce forms the foundation of value creation. It typically includes:

• key positions

• leadership roles

• company-specific experts

Best practice: keep stable and develop strategically.

2. Manage Flexible Capacity Intelligently

To handle volume fluctuations, successful companies rely on flexible employment models such as temporary staffing.

Typical use cases:

• production peaks

• seasonal logistics

• ramp-ups

• short-term replacement needs

Business impact:

• rapid scalability

• predictable costs

• reduced employment risk

3. Access Specialized Skills on Demand

Transformation and innovation increasingly require highly specialized experts on a temporary basis.

Typical projects include:

• IT transformation

• engineering initiatives

• process automation

4. Outsource HR and Business Processes

Managed services models are gaining momentum as companies seek to increase cost flexibility.

Well suited for:

• on-site management

• recruitment process outsourcing

• administrative HR services

Maturity Check: How Resilient Is Your Workforce Strategy?

Companies should review their workforce setup if they observe:

• long time-to-fill

• rising labor costs

• slow response to demand spikes

• predominantly reactive recruiting

KPIs for Modern Workforce Management

To manage workforce resilience effectively, organizations should track:

• time-to-capacity

• flexible workforce ratio

• cost of vacancy

• ramp-up time

• share of variable labor costs

These KPIs make workforce resilience measurable and actionable.

Conclusion: Workforce Resilience Becomes a Core Strategic Capability

Labor markets remain tight and economic conditions volatile. Companies that align their workforce strategy with resilience today gain decisive advantages:

• faster response times

• improved cost control

• more stable delivery capability

• sustainable access to talent

Trenkwalder supports companies in building scalable and resilient workforce strategies — from flexible staffing solutions to fully managed workforce models.

Ready to make your workforce strategy more resilient?
Contact us and our workforce experts will identify your flexibility potential.

Many employees are currently considering a job change. Common reasons include limited career prospects, dissatisfaction in daily work, or the desire for greater security and flexibility.

But when is the right time to make a move? And how can you change jobs without unnecessary risk? In this article, you will learn how to realistically assess your situation and strategically plan your job change in 2026.

Why More People Are Changing Jobs

The labor market continues to evolve, and employee expectations are rising significantly.

Common reasons for changing jobs include:

• desire for higher salary

• lack of appreciation

• excessive workload

• uncertainty about the company’s future

• wish for more flexible working models

Important: A job change should not be driven by frustration alone, but by a clear perspective.

The 5 Key Signs That a Job Change May Be Worthwhile

Not every difficult phase justifies immediate resignation. However, these signals suggest it may be time to reassess your situation.

1. No More Development Opportunities

If for a longer period you have:

• received no new responsibilities

• been offered no training opportunities

• seen no prospects for advancement

a change can open new career paths.

2. Ongoing Dissatisfaction at Work

Every job has stressful periods. It becomes critical when dissatisfaction becomes permanent.

Warning signs include:

• constant exhaustion

• lack of motivation

• negative feelings before starting work

This is a good time for an honest self-assessment.

3. Your Market Value Has Increased Significantly

Many employees stay in the same role for years and underestimate their current market value.

Typical indicators:

• recruiters contact you more frequently

• comparable roles offer higher salaries

• your qualifications are in strong demand

An external market check can be very revealing.

4. Growing Uncertainty Within the Company

Restructuring, declining orders, or frequent staff turnover may signal unstable prospects.

Watch out for:

• repeated cost-cutting measures

• high employee turnover

• unclear company strategy

In such cases, an early move may be beneficial.

5. Your Life Situation Has Changed

Personal changes can also make a job change sensible, for example:

• relocation

• family growth

• desire for better working hours

• health reasons

The “right job” should always match your current life stage.

How to Prepare for a Job Change: Step by Step

A successful transition begins long before you apply.

Step 1: Clearly Define Your Goals

Ask yourself:

• What exactly is bothering me in my current role?

• What do I definitely want in my next job?

• Which conditions are most important to me?

The clearer your target picture, the more focused your job search will be.

Step 2: Realistically Assess Market Opportunities

Research:

• demand in your industry

• salary levels

• regional job opportunities

Support from a staffing expert can save significant time here.

Step 3: Update Your Application Documents

Before actively applying, you should:

• update your CV

• highlight relevant achievements

• tailor documents to your target role

Step 4: Apply Strategically Instead of Broadly

Quality beats quantity.

Successful candidates:

• carefully select suitable roles

• tailor their applications individually

• prepare thoroughly for interviews

Changing Jobs via a Staffing Agency: Your Advantages

Many positions today are never publicly advertised. A staffing partner like Trenkwalder can therefore provide decisive advantages.

Your opportunities improve through:

• access to hidden job opportunities

• faster placement

• personal career advice

• support throughout the application process

• entry opportunities via temporary work with potential for permanent hire

In a dynamic labor market, professional guidance can make a real difference.

Conclusion: A Job Change Requires Careful Planning

The 2026 labor market continues to offer strong opportunities for employees ready to move — provided the step is well prepared. Those who understand their goals, realistically assess the market, and proceed strategically can achieve a successful and low-stress job change.

Interested in more career tips? Follow us on LinkedIn, Facebook and Instagram to stay up to date on exciting topics related to careers and human resources!

Global supply chains, geopolitical uncertainties and the ongoing shortage of skilled workers are changing the HR strategies of many companies. While offshoring to distant markets has dominated in recent years, another approach is becoming increasingly important: nearshoring within Europe.

Companies are increasingly turning their attention to Eastern and South-Eastern Europe – regions that combine skilled workers, geographical proximity and stable conditions. At the same time, international recruiting is opening up new opportunities to fill vacant positions more quickly and sustainably.

But why is Europe becoming more attractive again as a talent market – and what should companies bear in mind when deploying skilled workers internationally?

Why nearshoring is currently gaining in importance

The economic conditions have changed noticeably. Long delivery routes, different time zones and complex coordination processes are leading companies to re-evaluate their international structures. Nearshoring offers several advantages here:

• Geographical proximity: Shorter travel times and similar time zones facilitate collaboration and project management.

• Cultural compatibility: Working methods and business practices are often more comparable than in more distant regions.

• Highly qualified: Many countries in Eastern and South-Eastern Europe have excellently trained skilled workers – especially in technical, industrial and IT-related fields.

• More stable planning: European legal and labour standards create additional security for companies.

For many organisations, nearshoring is thus becoming a strategic alternative between local recruiting and global offshoring.

International skilled workers as a response to the shortage of skilled labour

In many industries, it is becoming increasingly difficult to fill vacant positions locally. International recruiting strategies significantly expand the talent pool and provide access to skills that are in short supply in the domestic market.

This is no longer just about cost advantages. Today, the decisive factors are:

• Speed in filling critical positions

• Access to specialised qualifications

• Long-term stability of teams

• Flexibility during growth or project peaks

Structured international recruitment helps companies identify suitable candidates in Europe and integrate them successfully.

Getting mobility and legal frameworks right

The international deployment of employees brings opportunities, but also organisational challenges. Labour law requirements, tax issues and social security systems vary significantly within Europe.

Among other things, companies need to clarify:

• Where the legal employer is based

• Which local labour laws apply

• How payroll and taxes are organised

• Which residence and work permits are required

Models such as Employer of Record (EOR) enable international specialists to be deployed without having to set up a separate company in the respective country. Administrative and legal tasks are taken over in a structured manner, while the company retains professional management.

Relocation and integration as a factor for success

International recruitment does not end with the signing of the contract. The key to long-term success is how well skilled workers settle into their new environment. Support with administrative procedures, finding accommodation or organisational issues makes the transition much easier and reduces the risk of staff turnover.

Professionally supported relocation and migration processes ensure that international employees become productive more quickly and remain loyal to the company in the long term.

How nearshoring succeeds in practice: operating model, governance and collaboration

Nearshoring is not just a location decision – it is above all a question of implementation. The decisive factor is how roles, responsibilities and collaboration are organised so that international teams do not work in parallel, but are truly integrated. In practice, three approaches in particular have proven successful:

• Expansion of existing teams (‘distributed teams’): Specialists abroad are developed as part of the core team – with clear interfaces, shared tools and coordinated work routines.

• Nearshore hub as a centre of excellence: Certain tasks or skills are bundled, e.g. for IT, engineering or shared services – including defined service levels and handover processes.

• Project-based capacity models: Nearshore teams provide temporary support for rollouts, peaks or transformation projects – with clear project management and documented handover processes.

For these models to work, what is needed is less ‘big concepts’ and more reliable standards in everyday life: clear communication routines, clean handover processes, defined contact persons, uniform documentation and onboarding that quickly enables international employees to become operational. Companies that set up nearshoring in such a structured way avoid typical friction losses – and achieve the desired effect more quickly.

Conclusion: Nearshoring as a strategic component of modern personnel planning

International recruiting within Europe has long been more than just a short-term solution to personnel shortages. When implemented correctly, nearshoring becomes a strategic tool for attracting skilled workers in the long term, setting up flexible teams and securing growth.

Companies that consider international mobility, legal frameworks and integration at an early stage lay the foundation for stable and efficient teams – today and in the future.

Would you like to find out how international recruiting strategies and nearshoring can be used effectively in your personnel planning? Then get in touch for a no-obligation consultation and discover the right solutions for your international personnel needs.

Interested in finding out more? Follow us on LinkedIn, Facebook and Instagram to stay up to date on exciting topics related to careers and human resources!

Your first day at work is over, you've gathered your first impressions – and now the real challenge begins: successfully settling into your new job. Good onboarding helps you quickly find your feet, understand processes and become part of the team. At the same time, a successful start doesn't just depend on the company. Those who actively shape their onboarding lay the foundation for a successful career and long-term professional success.

In this article, you will learn how to consciously manage your start, gain confidence more quickly and make a positive impression right from the start.

Why active onboarding is crucial

The first few weeks in a new company determine how quickly you settle in, how confident you feel and how you are perceived by the team. Many new employees initially wait for tasks or information to come to them. However, successful onboarding means showing initiative, asking questions and taking responsibility for your own learning process.

An active start helps you to overcome uncertainties more quickly, understand expectations better and build trust early on – important factors for stable development in your professional life.

1. Clarify expectations early on

A common reason for uncertainty in the first few weeks is unclear expectations. Therefore, clarify as early as possible:

• What are the goals for the first few weeks or months?

• How will your performance be measured?

• Which priorities are particularly important at the moment?

A short coordination meeting with your manager will create clarity and prevent misunderstandings. At the same time, you will demonstrate commitment and interest in good cooperation.

2. Actively build relationships

In addition to professional topics, personal interaction plays an important role. Get to know your team, ask questions and show interest in working methods and responsibilities. Often, it is informal information – such as how decisions are made or who can help with certain issues – that makes everyday work easier.

Open communication not only makes it easier to get started, but also strengthens cooperation in the long term.

3. Ask questions – consciously

Especially at the beginning, it is normal not to know everything yet. Asking questions is not a sign of uncertainty, but of a willingness to learn. However, it is important to bundle questions and prepare them well. Make a note of open issues and clarify them collectively instead of asking questions spontaneously again and again.

This shows structure and at the same time makes it easier for your colleagues to support you.

4. Show initiative and take responsibility

After the first few days, there is often a phase in which you feel more confident but are not yet working at full capacity. Make active use of this time:

• Offer support with projects

• Ask for additional tasks

• Observe processes and carefully contribute your own ideas

Initiative signals motivation and helps you to be perceived as a full member of the team more quickly.

5. Seek feedback early on

Regular feedback helps you learn faster and better understand expectations. Actively ask for feedback, for example after the first few weeks or after completing tasks. This will help you recognise early on what is working well and where adjustments are needed.

This openness is often perceived positively and supports your personal development.

6. Create structure for yourself

A new job brings a lot of new information at once. Your own structures help you keep track of things:

• Make a note of important processes and contact persons

• Record new terms or tools

• Plan short moments of reflection at the end of the day

This will help you feel more confident in your new working environment step by step.

Conclusion: A successful start is teamwork – and your opportunity

Onboarding is not a passive phase, but an active opportunity to demonstrate your working style and build relationships. By clarifying expectations, asking questions and showing initiative, you will find your place in the company more quickly and create a stable foundation for your own career.

If you are currently facing a new start in your career or planning your next step, it is worth taking a look at our job search. There you will find positions where you can actively shape your start from the very beginning. And with the CV Designer, you can ensure that your strengths are clearly visible right from the application process.

Interested in finding out more? Follow us on LinkedIn, Facebook and Instagram to stay up to date on exciting topics related to careers and human resources!

Why “more recruiting” is no longer the solution

When staffing challenges arise, many organisations instinctively respond by intensifying recruiting efforts: more job postings, more channels, more activity. In practice, this often leads to higher costs, longer vacancies and frustration – without delivering sustainable results.

The underlying issue is rarely recruiting execution. It lies in outdated decision assumptions. Workforce decisions today are made under fundamentally changed conditions: limited talent availability, rapidly evolving skill requirements and increasing time pressure.

This article provides a practical, step-by-step approach to help companies adapt their decision logic and remain operationally and strategically capable.

Step 1: Define workforce needs realistically, not ideally

Many hiring decisions fail at the very first step: the definition of need. Roles are often described as they should look in an ideal world, rather than what is truly required for business continuity.

A realistic needs assessment starts by asking:

• Which tasks must be reliably covered in the short term?

• Which responsibilities are critical, and which can be developed?

• Which skills are essential, and which are desirable but not mandatory?

Companies that clarify this early gain significant flexibility and increase their chances of making a successful hire.

Step 2: Treat skills as a development pathway, not a fixed state

Skills are often evaluated as binary: either present or missing. In reality, very few candidates match requirements perfectly, especially in a tight labour market.

A more resilient approach focuses on:

• which skills must be available at entry

• which can realistically be developed within six to twelve months

• how much learning capability the role requires overall

Viewing skills as a development pathway reduces dependency on the external labour market and strengthens internal stability.

Step 3: Integrate time as a core decision factor

Time is one of the most underestimated cost drivers in workforce decisions. Every unfilled role creates operational friction – through delays, overload or lost opportunities.

A sound decision process therefore asks:

• How long can the role realistically remain vacant?

• What are the operational and financial consequences of delay?

• At what point do alternative staffing solutions become more effective?

Only when time is explicitly considered can companies choose the most appropriate solution – not just the most desirable one.

Step 4: Use flexibility as a strategic control mechanism

Flexibility is often discussed only when problems escalate. Successful organisations, however, integrate it deliberately into their workforce strategy.

This means:

• applying flexibility where uncertainty is highest

• ensuring stability where continuity is critical

• combining both in a structured way

Strategic flexibility increases resilience and preserves decision-making freedom under volatile conditions.

Step 5: Assess workforce risks explicitly

Workforce shortages directly affect core business performance, yet they are often treated implicitly rather than as explicit business risks.

A professional approach addresses:

• which workforce gaps threaten value creation

• where key person dependencies exist

• which scenarios are realistic rather than optimistic

Explicit risk assessment leads to calmer, more robust decisions – even under pressure.

Step 6: How recruitment partners improve decision quality

The value of professional recruitment partners goes beyond filling positions. Their key contribution lies in improving decision quality.

They support companies by:

• providing realistic insights into labour market availability

• helping prioritise and refine requirements

• contextualising time, cost and risk

• identifying workable solutions instead of theoretical ideals

This leads to more resilient workforce decisions across industries and company sizes.

Conclusion: Strong workforce decisions follow a clear logic

Companies cannot control labour market conditions. What they can control is how professionally they respond to them.

Organisations that define needs realistically, view skills development strategically, account for time explicitly and use flexibility deliberately increase not only hiring success, but overall decision quality.

Stay informed and follow us on LinkedIn, Facebook or Instagram for practical insights into workforce decisions, labour market dynamics and HR strategy.