In this context, labour migration is no longer a supplementary tool – in many sectors it has become a core operational component. In industries such as logistics, manufacturing, and processing, the share of foreign workers in Central and Eastern Europe often exceeds 20–30%, directly affecting companies’ ability to maintain operational continuity.
Demographics and skills gaps – the root causes
Population ageing remains the primary structural driver of labour shortages. Fertility rates across most EU countries are below replacement level, leading to a gradual contraction of the workforce. At the same time, the growing share of retirees increases pressure on labour markets and social systems.
Another key issue is the mismatch between available skills and employer demand. In sectors such as manufacturing and technical services, shortages are often driven not by a lack of workers per se, but by a shortage of qualified personnel. Roles such as machine operators, welders, electricians, and maintenance technicians remain difficult to fill across many markets. Migration can address volume gaps, but it does not fully resolve qualification deficits.
At the same time, worker expectations are shifting. In high-turnover sectors, employers increasingly struggle to find candidates willing to accept shift work or physically demanding conditions, further constraining labour supply.
Migration as a stabilising mechanism
Migration enables companies to scale employment quickly during periods of increased demand, particularly through temporary work models. This flexibility allows firms to respond to market fluctuations without relying solely on local labour pools.
At the same time, migration is becoming increasingly relevant in high-skilled segments. In industries such as IT, engineering, and healthcare, shortages are structural and competition for talent is international.
In practice, migration serves a dual function – stabilising operational sectors while also supplementing talent shortages in specialised roles.
Poland in the European context – from sending to receiving country
Poland has emerged as one of the main destination countries for labour migrants in Central and Eastern Europe. At the same time, it continues to experience outward migration, creating additional pressure on its labour market.
Workers from Asia and Latin America increasingly choose between Poland, the Czech Republic, and Germany based on factors such as processing times for work permits, wage levels, and job availability. This means that competition for workers is direct and operational, rather than theoretical.
Changing migrant profiles – from temporary work to long-term decisions
A growing share of migrants base their decisions not only on wages, but also on employment stability and living conditions. In practice, this means that employment offers need to include support with residence permits, housing, and relocation – and, in many cases, family reunification.
This shift has direct implications for retention. Migrants who view relocation as a long-term decision are more likely to stay with one employer, provided that employment conditions are stable and predictable.
Competition for talent – companies and countries
Countries are increasingly competing for workers by simplifying administrative procedures, digitising migration systems, and introducing dedicated pathways for specific occupations. Processing times for work permits and the transparency of procedures are becoming key factors in destination choice.
At the same time, worker decisions are influenced by factors beyond employer control, such as access to healthcare, long-term residency options, and overall administrative efficiency.
Implications for employers – from recruitment to retention
For employers, the main challenge is no longer recruitment alone, but reducing turnover – particularly within the first 3–6 months of employment. This is the stage at which companies most frequently lose foreign workers, generating recurring recruitment and onboarding costs.
Hiring foreign workers must be treated as a process chain – from recruitment and legalisation to onboarding and ongoing administrative support. Any disruption in this chain can lead to operational losses.
Companies that reduce time-to-hire for foreign workers to under 30 days while maintaining low turnover levels can achieve a measurable cost advantage over competitors.
Can migration solve labour shortages?
In many technical sectors, shortages are primarily driven by a lack of qualifications rather than a lack of available workers. Migration can fill workforce gaps, but it cannot replace systemic investment in skills development and automation.
This means that companies must combine migration strategies with training and process optimisation to reduce long-term dependency on external labour supply.
Outlook – sustained pressure and operational adaptation
Labour shortages in Europe are expected to persist and intensify in certain sectors. Migration will remain a key balancing mechanism, but its effectiveness will depend on administrative efficiency and companies’ ability to manage workforce processes effectively.
The critical factor is no longer access to labour alone, but the ability to hire quickly and retain workers over time. Companies that integrate legal, recruitment, and operational processes will be better positioned to maintain continuity and control costs in an increasingly competitive labour market.
