At the close of 2024, the Republic Institute of Statistics reported a slight increase in the number of employees, while other non-governmental institutions, such as the Institute for Development and Innovation, predict that Serbia will face a shortage of between 80,000 and 100,000 workers in the coming decade.
In this environment, where unemployment is decreasing and employers are struggling to find and retain skilled employees, a survey by Infostud reveals that 54 percent of workers in Serbia are contemplating leaving their current jobs in search of better opportunities. “The reality is that, on average, half of Serbia’s workforce is actively seeking another job during or outside working hours,” says Sandra Rapo, a consultant and author of the Employee Wellbeing Program, in an interview with Biznis.rs.
The key issue, Rapo points out, is how employers can identify employees who are ready to leave their current position and what they can do to prevent the departure of valuable workers. “We are undergoing a rapid socio-political and sociological transition that has certainly affected the labor market. While unemployment in Serbia is declining, the challenge of finding quality and loyal candidates is growing. It’s becoming increasingly difficult for managers to spot when someone is preparing to leave,” Rapo explains.
The rise of digitization and the availability of HR platforms that make job applications easier for employees means that finding new job opportunities has become quicker and more accessible. “Employees can now apply for multiple jobs without leaving home, and online interviews and tests have simplified what used to be a time-consuming and exhausting process for both employers and candidates,” Rapo adds.
From her experience as a certified personal development trainer in companies, she notes that the hardest employees to retain are those who don’t show outward signs of dissatisfaction. “With these employees, everything seems fine on the surface. They meet deadlines, work well with others, and don’t take sick leave or complain. However, despite their outward appearance, they could be unhappy with their salary, poor relationships with colleagues, ineffective management, lack of opportunities for advancement, rigid working hours, or a general lack of recognition for their contributions to the team,” Rapo explains.
Infostud’s “Regional Labor Market Survey 2024” highlights employee priorities in Serbia. In a survey of 2,000 respondents, the top factors influencing job satisfaction were salary, good interpersonal relationships, and opportunities for learning and career advancement. On the other hand, factors such as company location, social responsibility, and the employer’s image ranked much lower in importance.
Sandra Rapo observes that more employers are recognizing the importance of improving working conditions and even investing in employee well-being. “They are becoming more aware of the growing challenges related to employee well-being, such as stress, lack of energy, and motivation, declining mood and productivity, financial concerns, and burnout caused by poor interpersonal relationships,” she says. “These challenges are all interconnected. If employees do not recognize and address them, they risk burnout and may decide to leave their current job for a new opportunity.”
The competition for skilled labor is not limited to domestic employers. Research from the Institute for Development and Innovation (IRI) indicates that Serbia is facing increasing competition from European employers. As IRI director Nenad Jevtović noted at the conference “How to Increase the Mobility of the Workforce in the Balkans,” Serbia and other Western Balkan countries cannot compete with the salaries and working conditions offered in countries like Germany, Switzerland, and Austria. “In the coming years, we will have to compete with these countries, but we are in the second or third league when it comes to the labor market,” Jevtović stated.
