Grenzgänger im Alter: Chancen im Nachbarland 

Every day, around 25,000 French commuters cross the border into the German part of the Upper Rhine region, especially from Alsace. 

One of them is Nathalie Groh, who works as a temporary worker in the production of electronic components. Before her current job, 52-year-old Nathalie Groh was unemployed for two years, which is often a challenge for people of this age in France (only half of 55-64-year-olds have a permanent job here). 

In contrast, industrial companies on the German side of the Rhine have a great need for labor and skilled workers, and being over 50 is not an obstacle in Germany. Nathalie Groh found a job in Baden-Württemberg with the support of the "L'Allemange recrute" coordination office of the French employment office. 

Financially, this is also advantageous, as the minimum wage or even higher salaries are common in Germany.  

Further insights can be found in the latest 

from the temporary employment alliance "Wir sind Chancengeber".

Jeden Tag überqueren etwa 25.000 französische Berufspendler die Grenze zum deutschen Teil der Oberrhein-Region, besonders aus dem Elsass. 

Eine davon ist Nathalie Groh, die als Zeitarbeitskraft in der Produktion von elektronischen Bauteilen tätig ist. Vor ihrer aktuellen Anstellung war die 52-jährige Nathalie Groh zwei Jahre lang arbeitslos, was in Frankreich für Menschen in diesem Alter oft eine Herausforderung darstellt (hier haben nur die Hälfte der 55-64-Jährigen eine feste Anstellung). 

Im Gegensatz dazu haben Industrieunternehmen auf der deutschen Seite des Rheins einen großen Bedarf an Arbeits- und Fachkräften, und das Alter über 50 ist in Deutschland kein Hindernis. Nathalie Groh fand durch die Unterstützung der Koordinierungsstelle "L'Allemange recrute" des französischen Arbeitsamtes eine Anstellung in Baden-Württemberg. 

Finanziell ist dies ebenfalls vorteilhaft, da in Deutschland der Mindestlohn oder sogar höhere Gehälter üblich sind.  

 des Unternehmensbündnis Zeitarbeit der Kampagne "Wir sind Chancengeber".

Service Center

Relocation ohne Reibung: Wie internationale Fachkräfte schneller einsatzbereit werden

The shortage of skilled workers is leading companies to look increasingly beyond national borders. International skilled workers offer great potential – but the real challenge often only begins once the contract has been signed.

There are numerous organisational steps between the job offer and the first day at work: residence and work permits, dealing with the authorities, finding accommodation or coordinating the journey. Delays in these processes cost time and resources and can significantly delay the planned start date.

A professionally organised relocation therefore not only contributes to a positive employee experience – it is increasingly becoming a key success factor for companies.

Relocation is often equated with organising a change of residence. In fact, however, it encompasses much more.

To ensure that international specialists can become productive as quickly as possible, numerous organisational and administrative processes must work in tandem. These include, amongst others:

The better these steps are co-ordinated, the quicker new employees can start work.

Shortening the time to the first day at work

Every day counts, particularly when it comes to urgently needed skilled workers. Delays in the relocation process have a direct impact on projects, production capacity or ongoing operational processes.

Companies therefore benefit from standardised procedures that make the entire process more predictable. Clear responsibilities, defined timelines and early coordination of all parties involved help to reduce organisational hurdles and keep the period between signing the contract and starting work as short as possible.

 process helps companies to coordinate these processes efficiently and provide international employees with optimal support from day one.

Successfully integrating international professionals

A quick start to work does not depend solely on administrative processes. Successful integration into the new working environment is just as important.

Integrating new employees at an early stage not only makes their start easier but also lays the foundation for a long-term working relationship.

Taking legal and organisational requirements into account at an early stage

International employment involves various legal and organisational requirements. Depending on the country of origin and the employment model, labour law, tax and social security regulations must be taken into account.

Those who only address these issues shortly before the start of employment risk unnecessary delays. Early planning, on the other hand, provides certainty and ensures that skilled workers are ready to start work at the planned time.

International recruitment often also involves collaboration across language and national borders. Misunderstandings or a lack of information can slow down processes and create uncertainty on both sides.

Clear, comprehensible communication helps skilled workers settle in more quickly and ensures that companies maintain transparency regarding the current status at all times. Digital solutions can further support this exchange and make information efficiently available across different languages.

Companies that regularly recruit internationally benefit from standardised relocation processes. Instead of organising each recruitment on a case-by-case basis, repeatable workflows are established that save time and simplify planning.

This not only enables international skilled workers to be integrated more quickly, but also allows future staffing requirements to be met more flexibly. Relocation thus evolves from an additional organisational burden into an integral part of a modern international HR strategy.

Conclusion: Less friction, ready for action sooner

International professionals can make a significant contribution to meeting staffing requirements. However, it is crucial that as little time as possible is lost between signing the contract and starting work.

A structured relocation process helps companies to simplify administrative procedures, integrate international staff more quickly and make the entire process more predictable. This results in more efficient processes – for companies as well as for new staff.

Would you like to integrate international professionals into your company more quickly and smoothly? Then get in touch with us and receive no-obligation advice on suitable 

Der Fachkräftemangel führt dazu, dass Unternehmen ihren Blick zunehmend über nationale Grenzen hinaus richten. Internationale Fachkräfte bieten großes Potenzial – doch die eigentliche Herausforderung beginnt häufig erst nach der Vertragsunterschrift.

Zwischen der Zusage und dem ersten Arbeitstag liegen zahlreiche organisatorische Schritte: Aufenthalts- und Arbeitsgenehmigungen, Behördengänge, Wohnungssuche oder die Koordination der Anreise. Verzögerungen in diesen Prozessen kosten Zeit, Ressourcen und können den geplanten Einsatz erheblich hinauszögern.

Eine professionell organisierte Relocation trägt deshalb nicht nur zu einer positiven Mitarbeitererfahrung bei – sie wird zunehmend zu einem wichtigen Erfolgsfaktor für Unternehmen.

Relocation wird häufig mit der Organisation eines Wohnortwechsels gleichgesetzt. Tatsächlich umfasst sie jedoch deutlich mehr.

Damit internationale Fachkräfte möglichst schnell produktiv werden können, müssen zahlreiche organisatorische und administrative Prozesse ineinandergreifen. Dazu gehören unter anderem:

Je besser diese Schritte aufeinander abgestimmt sind, desto schneller können neue Mitarbeitende ihre Tätigkeit aufnehmen.

Zeit bis zum ersten Arbeitstag verkürzen

Gerade bei dringend benötigten Fachkräften zählt oft jeder Tag. Verzögerungen in der Relocation wirken sich unmittelbar auf Projekte, Produktionskapazitäten oder laufende Betriebsabläufe aus.

Unternehmen profitieren deshalb von standardisierten Abläufen, die den gesamten Prozess planbarer machen. Klare Verantwortlichkeiten, definierte Zeitpläne und eine frühzeitige Koordination aller Beteiligten helfen dabei, organisatorische Hürden zu reduzieren und den Zeitraum zwischen Vertragsabschluss und Arbeitsbeginn möglichst kurz zu halten.

 unterstützt Unternehmen dabei, diese Prozesse effizient zu koordinieren und internationale Mitarbeitende vom ersten Tag an optimal zu begleiten.

Internationale Fachkräfte erfolgreich integrieren

Eine schnelle Arbeitsaufnahme hängt nicht ausschließlich von administrativen Prozessen ab. Ebenso wichtig ist eine gelungene Integration in das neue Arbeitsumfeld.

Wer neue Mitarbeitende frühzeitig integriert, erleichtert nicht nur den Einstieg, sondern schafft auch die Grundlage für eine langfristige Zusammenarbeit.

Rechtliche und organisatorische Anforderungen frühzeitig berücksichtigen

Internationale Beschäftigung bringt unterschiedliche gesetzliche und organisatorische Anforderungen mit sich. Je nach Herkunftsland und Einsatzmodell müssen arbeitsrechtliche, steuerliche oder sozialversicherungsrechtliche Vorgaben berücksichtigt werden.

Wer diese Themen erst kurz vor dem Arbeitsbeginn angeht, riskiert unnötige Verzögerungen. Eine frühzeitige Planung schafft dagegen Sicherheit und sorgt dafür, dass Fachkräfte zum geplanten Zeitpunkt einsatzbereit sind.

Kommunikation als entscheidender Erfolgsfaktor

Internationale Rekrutierung bedeutet häufig auch Zusammenarbeit über Sprach- und Ländergrenzen hinweg. Missverständnisse oder fehlende Informationen können Prozesse verlangsamen und Unsicherheiten auf beiden Seiten schaffen.

Klare, verständliche Kommunikation trägt dazu bei, dass sich Fachkräfte schneller orientieren und Unternehmen jederzeit Transparenz über den aktuellen Stand behalten. Digitale Lösungen können diesen Austausch zusätzlich unterstützen und Informationen effizient über verschiedene Sprachen hinweg verfügbar machen.

Unternehmen, die regelmäßig international rekrutieren, profitieren von standardisierten Relocation-Prozessen. Statt jede Einstellung individuell zu organisieren, entstehen wiederholbare Abläufe, die Zeit sparen und die Planung erleichtern.

Dadurch lassen sich internationale Fachkräfte nicht nur schneller integrieren, sondern auch künftige Personalbedarfe flexibler abdecken. Relocation wird damit vom organisatorischen Zusatzaufwand zu einem festen Bestandteil einer modernen internationalen Personalstrategie.

Fazit: Weniger Reibung, schneller einsatzbereit

Internationale Fachkräfte können einen wichtigen Beitrag zur Deckung des Personalbedarfs leisten. Entscheidend ist jedoch, dass zwischen Vertragsabschluss und Arbeitsbeginn möglichst wenig Zeit verloren geht.

Eine strukturierte Relocation hilft Unternehmen dabei, administrative Abläufe zu vereinfachen, internationale Mitarbeitende schneller zu integrieren und den gesamten Prozess planbarer zu gestalten. So entstehen effizientere Abläufe – für Unternehmen ebenso wie für neue Mitarbeitende.

Sie möchten internationale Fachkräfte schneller und reibungsloser in Ihr Unternehmen integrieren? Dann nehmen Sie Kontakt zu uns auf und lassen Sie sich unverbindlich zu passenden 

Urlaubsvertretung als Karriereturbo

When colleagues are on vacation, other employees often take over their tasks. What may sound like extra work at first glance actually offers a valuable opportunity: covering for a colleague on vacation can contribute to personal and professional development—if approached thoughtfully.

Used correctly, it allows you to expand your skills, gain greater visibility within the company, and gain new perspectives on your own role.

Why covering for colleagues on vacation offers opportunities for growth

Covering for colleagues on vacation places employees in new work situations that go beyond their usual scope of responsibilities. This not only allows them to apply existing skills but also often helps them develop new ones.

Taking on additional responsibilities at short notice encourages independent action and strengthens problem-solving skills. At the same time, it provides insights into other areas of work and processes, leading to a better overall understanding of the company.

This form of “learning on the job” is considered particularly effective in modern work research, as knowledge is applied directly in practice.

Those who take on responsibility while covering for someone on vacation are often noticed more. Their performance becomes more visible, especially when they handle additional tasks reliably and in an organized manner.

Managers recognize not only technical expertise but also important soft skills such as initiative, organizational skills, and resilience. This can have positive long-term effects on development opportunities and career prospects.

However, it’s important to approach the tasks you take on with a purposeful mindset and not view them solely as a duty.

Filling in for a colleague on vacation offers the opportunity to expand your skill set in a targeted way. This isn’t just about technical topics, but also about cross-functional abilities.

For example, handling new areas of responsibility fosters time management, prioritization, and communication skills. At the same time, you practice acting in a structured and solution-oriented manner, even in unfamiliar situations.

These skills are in demand in nearly all professional fields and have a positive impact on career development.

Despite the opportunities, covering for a colleague on vacation also presents challenges. Additional tasks can lead to an increased workload, which can result in stress and burnout.

That’s why it’s crucial to realistically assess your own capacity and clearly prioritize tasks. Open communication with supervisors helps clarify expectations and ensure a balanced distribution of tasks.

A well-planned vacation cover should facilitate professional development without compromising long-term performance.

The success of a vacation cover depends largely on clear communication. Tasks, responsibilities, and areas of authority should be clearly defined in advance.

During the coverage period, it’s helpful to provide regular feedback and actively ask for clarification when in doubt. This prevents mistakes and simultaneously builds confidence in one’s own work methods.

Even after the vacation period ends, it’s worthwhile to reflect on the experience and seek feedback if necessary. This step is often underestimated, but it offers significant added value for personal development.

Those who actively view vacation cover as a development opportunity can benefit from it in a targeted way. A conscious approach helps you get the most out of this situation.

This includes setting clear goals, tracking your own progress, and consciously processing new experiences. In this way, a temporary additional task becomes a sustainable learning process.

Actively Seizing Development Opportunities—with Trenkwalder, Too

As an experienced staffing agency, Trenkwalder understands the dynamics of modern work environments and the importance of practical development 

in day-to-day work. Temporary role changes, additional responsibilities, or new areas of responsibility—such as those that arise during vacation cover—often provide important impetus for professional growth.

Trenkwalder helps candidates identify and purposefully take 

. At the same time, we work closely with 

 to ensure that employees are deployed effectively and can continue to develop within their work environment.

A vacation replacement is far more than just a short-term fill-in for absent colleagues. It offers the opportunity to develop new skills, take on responsibility, and strengthen one’s position within the company.

Would you like more career tips? Follow us on 

 so you don’t miss any exciting topics related to careers and human resources!

Wenn Kolleginnen und Kollegen im Urlaub sind, übernehmen oft andere Mitarbeitende ihre Aufgaben. Was auf den ersten Blick nach Mehrarbeit klingt, bietet tatsächlich eine wertvolle Chance: Eine Urlaubsvertretung kann zur persönlichen und beruflichen Weiterentwicklung beitragen – wenn sie bewusst genutzt wird.

Richtig eingesetzt, ermöglicht sie den Ausbau von Kompetenzen, mehr Sichtbarkeit im Unternehmen und neue Perspektiven auf die eigene Rolle.

Warum Urlaubsvertretungen Entwicklungschancen bieten

Urlaubsvertretungen bringen Mitarbeitende in neue Arbeitssituationen, die über den gewohnten Aufgabenbereich hinausgehen. Dabei werden nicht nur bestehende Fähigkeiten angewendet, sondern oft auch neue Kompetenzen aufgebaut.

Die kurzfristige Übernahme zusätzlicher Verantwortung fördert eigenständiges Handeln und stärkt die Problemlösungskompetenz. Gleichzeitig eröffnet sie Einblicke in andere Tätigkeitsfelder und Prozesse, wodurch ein besseres Gesamtverständnis für das Unternehmen entsteht.

Diese Form des „Lernens im Arbeitsprozess“ gilt in der modernen Arbeitsforschung als besonders wirksam, da Wissen direkt in der Praxis angewendet wird.

Wer während einer Urlaubsvertretung Verantwortung übernimmt, wird häufig stärker wahrgenommen. Leistung wird sichtbarer, insbesondere wenn zusätzliche Aufgaben zuverlässig und strukturiert bewältigt werden.

Führungskräfte erkennen dabei nicht nur Fachkompetenz, sondern auch wichtige Soft Skills wie Eigeninitiative, Organisationstalent und Belastbarkeit. Dies kann langfristig positive Auswirkungen auf Entwicklungsmöglichkeiten und Karrierechancen haben.

Wichtig ist jedoch, die übernommenen Aufgaben bewusst zu gestalten und nicht ausschließlich als Pflicht zu sehen.

Eine Urlaubsvertretung bietet die Möglichkeit, das eigene Kompetenzprofil gezielt zu erweitern. Dabei geht es nicht nur um fachliche Themen, sondern auch um übergreifende Fähigkeiten.

Durch die Bearbeitung neuer Aufgabenbereiche werden beispielsweise das Zeitmanagement, die Priorisierung sowie die Kommunikationsfähigkeit gefördert. Gleichzeitig trainiert man, auch in ungewohnten Situationen strukturiert und lösungsorientiert zu handeln.

Diese Kompetenzen sind in nahezu allen Berufsfeldern gefragt und wirken sich positiv auf die berufliche Entwicklung aus.

Herausforderungen realistisch einschätzen

Trotz der Chancen bringt eine Urlaubsvertretung auch Herausforderungen mit sich. Zusätzliche Aufgaben können zu einem erhöhten Arbeitsaufkommen führen, wodurch Stress und Überlastung entstehen können.

Deshalb ist es entscheidend, die eigenen Kapazitäten realistisch einzuschätzen und Aufgaben klar zu priorisieren. Eine offene Abstimmung mit Vorgesetzten hilft dabei, Erwartungen zu klären und eine ausgewogene Aufgabenverteilung sicherzustellen.

Eine gut geplante Urlaubsvertretung sollte Entwicklung ermöglichen, ohne die langfristige Leistungsfähigkeit zu beeinträchtigen.

Der Erfolg einer Urlaubsvertretung hängt wesentlich von klarer Kommunikation ab. Bereits im Vorfeld sollten Aufgaben, Verantwortlichkeiten und Zuständigkeiten eindeutig definiert werden.

Während der Vertretungszeit ist es sinnvoll, regelmäßig Rückmeldung zu geben und bei Unsicherheiten aktiv nachzufragen. Dies verhindert Fehler und stärkt gleichzeitig das Vertrauen in die eigene Arbeitsweise.

Auch nach der Urlaubsphase lohnt es sich, Erfahrungen zu reflektieren und gegebenenfalls Feedback einzuholen. Dieser Schritt wird oft unterschätzt, bietet jedoch einen wichtigen Mehrwert für die persönliche Weiterentwicklung.

Wer eine Urlaubsvertretung aktiv als Entwicklungschance begreift, kann gezielt davon profitieren. Eine bewusste Herangehensweise hilft dabei, den maximalen Nutzen aus dieser Situation zu ziehen.

Dazu gehört, sich klare Ziele zu setzen, die eigenen Fortschritte zu beobachten und neue Erfahrungen bewusst einzuordnen. So wird aus einer temporären Zusatzaufgabe ein nachhaltiger Lernprozess.

Entwicklungschancen aktiv nutzen – auch mit Trenkwalder

Als erfahrener Personaldienstleister kennt Trenkwalder die Dynamiken moderner Arbeitswelten und die Bedeutung von praktischen Entwicklungsmöglichkeiten im Arbeitsalltag. Temporäre Rollenwechsel, zusätzliche Verantwortungen oder neue Aufgabenfelder – wie sie bei Urlaubsvertretungen entstehen – sind oft wichtige Impulse für 

Trenkwalder unterstützt Bewerberinnen und Bewerber dabei, genau solche 

 zu erkennen und gezielt zu nutzen. Gleichzeitig wird gemeinsam mit 

 darauf geachtet, dass Mitarbeitende sinnvoll eingesetzt werden und sich in ihrem Arbeitsumfeld weiterentwickeln können.

Eine Urlaubsvertretung ist weit mehr als ein kurzfristiges Einspringen für abwesende Kolleginnen und Kollegen. Sie bietet die Möglichkeit, neue Kompetenzen zu entwickeln, Verantwortung zu übernehmen und die eigene Position im Unternehmen zu stärken.

Wer diese Phase aktiv gestaltet, kann sie gezielt als 

 nutzen – und langfristig davon profitieren.

Bleiben Sie informiert und folgen uns auf 

, um keine spannenden Themen rund um Karriere und Personalwesen zu verpassen!

Fachkräftemangel-Arbeitslosigkeit

Labour market mismatch means: Vacant jobs and available workers do not fit together properly. The issue is not necessarily a general lack of people. More often, qualifications, occupational profiles, regions, working time models or salary expectations do not align. This is why a skills shortage and rising unemployment can exist at the same time.

For companies in Germany and Austria, this matching problem is one of the key recruitment challenges in 2026. Organisations that want to fill vacancies faster and more accurately need to adapt their staffing strategy to the real labour market situation: with realistic job requirements, skill-based hiring, faster selection processes and flexible staffing models such as temporary staffing, employee leasing, labour leasing and personnel placement.

Labour market mismatch describes a situation in which vacant jobs and available workers do not come together effectively. This can happen for several reasons: applicants may not have the qualifications required for a role, their occupational background may not match the job profile, the workplace may be too far away, or working hours and salary expectations may not meet the needs of the target group.

In practice, three forms of mismatch are particularly relevant:

 The level of requirements for a position does not match the qualifications of available applicants. For example, a company may need a trained CNC machine operator, while available candidates mainly have experience in basic warehouse or logistics roles.

 The occupational profile of available workers does not match the role being advertised. Someone with a commercial background, for instance, cannot automatically fill a technical maintenance position without additional training.

 Workers and vacancies are located in different regions. This is especially challenging in rural areas, industrial locations and regions with limited transport connections.

These forms of mismatch rarely occur in isolation. They often reinforce each other. A suitable skilled worker may exist, but may not live in the right region, may not be able to work shifts or may expect a different salary level. For companies, this creates a real recruitment challenge — even when statistics show that many people are unemployed.

Why Can There Be a Skills Shortage Despite Unemployment?

A skills shortage and unemployment can exist at the same time because they often affect different qualification groups. Many unemployed people are looking for roles at helper or entry level. Many vacancies, however, require completed vocational training, further qualifications, a university degree or specific practical experience.

In Germany, this mismatch is clearly visible. In 2024, around 2.8 million people were registered as unemployed on average. At the same time, around 1.4 million positions were vacant in the fourth quarter of 2024. More than half of unemployed people had no formal vocational qualification, while around 80 percent of registered vacancies were aimed at qualified skilled workers, specialists or experts.

At helper level, there were mathematically more than ten unemployed people for every registered vacancy in 2024. For qualified skilled roles, the ratio was much tighter, at around two unemployed people per registered vacancy. Since not all vacancies are reported to public employment services, the actual shortage in many skilled occupations is likely even more pronounced.

Regional differences make the situation even more complex. In Bavaria, for example, the number of unemployed skilled workers per registered skilled vacancy was much lower than in Berlin. This shows that even when many applicants are available in one region, acute shortages can still exist in another region or occupational group.

Austria shows a similar pattern. Despite rising unemployment, shortages remain in healthcare, nursing, technical occupations, skilled trades, industry, logistics and IT. Here too, the risk of unemployment is strongly linked to education and qualification levels. Companies therefore face the same challenge: they do not simply need more applications — they need more suitable applications.

The Main Causes of Labour Market Mismatch

Labour market mismatch rarely has just one cause. In most cases, several factors occur at the same time.

1. Qualifications and Experience Do Not Match the Role

Many positions require specific technical knowledge, machine experience, certificates, industry experience or legal qualifications. Unemployed applicants are therefore not automatically suitable applicants.

A manufacturing company, for example, may urgently need CNC specialists. If available candidates mainly have experience in packaging, warehousing or basic production tasks, the problem is not a lack of people — it is a qualification gap.

2. Regional Distance Limits the Candidate Pool

Not every skilled worker is mobile. Commuting times, poor public transport connections, family responsibilities or housing costs can significantly limit the practical reach of a workplace.

This is particularly relevant for rural industrial and logistics locations. A suitable skilled worker may theoretically be available, but practically unreachable.

3. Working Time Models Do Not Fit Candidates’ Realities

Many sectors require shift work, weekend work, short-notice scheduling or full-time availability. At the same time, many qualified candidates are looking for predictable working hours, day shifts, part-time options or family-friendly models.

When companies hold on to rigid working time structures, they leave part of the available labour potential unused.

4. Salary Expectations and Market Offers Differ

Candidate expectations have changed in many occupational groups. This affects not only highly specialised positions, but also commercial roles, production, logistics, skilled trades and technical occupations.

If salary bands do not reflect the regional market or are not communicated transparently, suitable candidates are more likely to withdraw from the process.

Skilled workers in demand make decisions quickly. Companies that take several weeks to provide feedback, coordinate interviews or make decisions often lose suitable candidates to competitors.

A long time-to-hire is therefore not just an internal process issue. In a tight labour market, it becomes a competitive disadvantage.

Different sectors are developing at different speeds. While parts of manufacturing are under pressure, other areas such as healthcare, nursing, public services, technical services and IT-related roles continue to grow.

However, workers from shrinking sectors do not automatically fit into growing sectors. Without targeted training, reskilling or skill-based hiring, this potential often remains unused.

7. Demographic Change Intensifies the Shortage

In many skilled occupations, experienced employees are leaving the labour market due to age. At the same time, not enough younger skilled workers are entering these professions. As a result, companies lose practical knowledge, process experience and technical expertise.

For organisations, this means that securing skilled labour is not only about recruitment. It is also about succession planning, upskilling and retaining existing employees.

Companies cannot completely eliminate labour market mismatch. But they can significantly reduce it by connecting workforce planning, recruitment and external staffing support more effectively.

1. Reduce Job Requirements to Genuine Must-Haves

Many job advertisements contain long wish lists. Not every listed requirement is truly necessary for day-to-day work.

Companies should clearly distinguish between:

Skill-based hiring places actual abilities at the centre of the recruitment process rather than relying only on formal qualifications or previous job titles. The key question is whether a person can perform the required tasks — not whether their CV follows a traditional path.

This approach is particularly useful for career changers, international applicants, experienced practitioners without formal qualifications and employees from related occupational fields.

Many recruitment goals fail because companies plan with a candidate market that does not actually exist in their region.

Knowing how many suitable skilled workers are realistically available locally helps companies make better decisions on salary, candidate outreach, working hours, search radius and whether a role should be filled externally or developed internally.

Speed is a key success factor in recruitment. Companies should design hiring processes so that suitable candidates receive quick feedback.

Clear responsibilities, fewer decision-making steps, fixed interview slots, fast pre-screening and transparent communication all help. Companies that decide faster are more likely to secure the best candidates.

5. Review Working Time Models and Salary Bands

When suitable candidates drop out, the cause is often not the recruitment channel but the offer itself.

Companies should regularly review whether working hours, shift models, flexibility, salary and additional benefits match the expectations of the target group. Not every solution requires a general salary increase. Predictable shifts, better accessibility, transparent development opportunities and clearer communication can also make a major difference.

Not every vacancy has to be filled externally. In many cases, internal development can be a realistic alternative.

Employees from related roles already know the company, are culturally integrated and can be trained for new tasks. This reduces dependency on the external candidate market.

7. Use External Staffing Models Strategically

Flexible staffing models should not only be used when a shortage has already become urgent. They can be part of a forward-looking workforce strategy.

Temporary staffing, employee leasing, labour leasing and personnel placement can help companies close short-term gaps, manage peak workloads, test new roles and access specialised candidates more quickly.

The Role of Temporary Staffing, Employee Leasing and Labour Leasing

 and employee leasing in Germany, as well as labour leasing in Austria, are particularly useful when companies need staff on a short- or medium-term basis.

Typical use cases include peak workloads, seasonal fluctuations, sickness cover, production, logistics, industry, commercial roles and project-based work.

The advantage is clear: companies gain flexibility without immediately taking on long-term permanent employment risks. At the same time, they can test whether qualifications, working style and team fit are right in real day-to-day operations.

This is especially valuable in the context of labour market mismatch. Not every profile can be reliably assessed on paper. The real fit often becomes clear only in practice.

 is especially useful when companies are looking for a permanent hire but lack sufficient internal reach, time or market access.

This applies in particular to specialised skilled workers, hard-to-reach candidates, challenging locations, confidential searches or roles that need to be filled quickly and reliably.

An experienced staffing partner can identify suitable candidates, pre-qualify them and provide companies with a realistic assessment of the market situation. This reduces the risk of poor hiring decisions and long vacancy periods.

No company can solve labour market mismatch through a single job advertisement. What matters is a realistic view of the market: Which skilled workers are actually available in the region? Which requirements are truly necessary? Which candidates are difficult to reach through traditional channels? And when is a flexible staffing model more effective than immediate permanent recruitment?

Trenkwalder supports companies precisely at this interface: with regional market knowledge, existing candidate pools, structured pre-qualification and experience across different sectors — from production, logistics and industry to commercial roles, services and technical occupations.

Working with Trenkwalder can help companies:

The final hiring decision always remains with the company. Trenkwalder supports market access, pre-selection and assessment. The final decision is made by management, HR or the relevant department.

Before publishing your next job advertisement, review the following questions:

Conclusion: Companies That Understand the Mismatch Recruit More Successfully

A skills shortage despite unemployment is not a contradiction. It is a sign that qualifications, region, occupational experience, working hours and salary expectations often do not match.

Companies that understand this labour market mismatch will gain a clear advantage in 2026. They define more realistic job profiles, make faster decisions, focus more strongly on skills and use flexible staffing models strategically where internal resources or regional candidate markets reach their limits.

The key recommendation is clear: Do not wait until a vacancy remains unfilled. Analyse your staffing situation early, identify which skills you truly need, determine which requirements are negotiable and consider which type of support can help you find suitable employees faster.

Would you like to understand how significant the labour market mismatch is in your region and sector? Our 

 know local labour markets from daily practice and can support you with an initial assessment of your current staffing situation. 

Offene Stellen und verfügbare Arbeitskräfte finden nicht passgenau zusammen. Nicht, weil es grundsätzlich zu wenige Menschen gibt, sondern weil Qualifikationen, Berufsprofile, Regionen, Arbeitszeitmodelle oder Gehaltsvorstellungen häufig nicht zueinanderpassen. Genau deshalb können Fachkräftemangel und steigende Arbeitslosigkeit gleichzeitig auftreten.

Für Unternehmen in Deutschland und Österreich ist dieses Passungsproblem 2026 ein zentrales Recruiting-Thema. Wer offene Stellen schneller und passender besetzen will, muss seine Personalstrategie an die tatsächliche Arbeitsmarktlage anpassen: mit realistischen Anforderungsprofilen, kompetenzbasiertem Recruiting, kürzeren Auswahlprozessen und flexiblen Personalmodellen wie Zeitarbeit, Arbeitnehmerüberlassung, Arbeitskräfteüberlassung und Personalvermittlung.

Arbeitsmarkt-Mismatch beschreibt die Situation, in der offene Stellen und verfügbare Arbeitskräfte nicht zusammenpassen. Das kann mehrere Gründe haben: Die Qualifikation der Bewerbenden entspricht nicht den Anforderungen der Stelle, der Berufshintergrund passt nicht zum gesuchten Profil, der Arbeitsort ist zu weit entfernt oder Arbeitszeit und Vergütung entsprechen nicht den Erwartungen der Zielgruppe.

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