The shortage of labor or skilled workers has hit the hospitality industry and the construction sector hard. Hospitals and care homes in the healthcare sector are also stretched to the limit. And across the service sector, workers are desperately needed. In Switzerland and beyond. This is because the whole of Europe is suffering from demographic change: the baby boomers of the post-war era are retiring. Young people are now having to take over, but there are not enough of them to fill all the gaps. So much for the overall picture. But what about the high-tech industry, which has developed successfully in Schaffhausen over the past two decades? Christoph Schärrer, Delegate for Economic Development of the Canton of Schaffhausen, knows: "The availability of skilled workers was and is a key location factor."

And Schaffhausen advertises with the argument that "the local talent pool secures access to experienced workers for companies looking to relocate". The economic development agency therefore supports companies by improving framework conditions and targeted individual measures so that they can find enough experienced top specialists as well as well-trained production employees. These include regional employer branding measures such as promotions, events to kick-start careers, networking opportunities for new employees and information services.

How tense is the situation?

Is the situation for local industrial companies as threatening as in other sectors? Heini Meier, responsible for employer branding and recruiting at GF, says of the Schaffhausen site: "We are confronted with the fact that many employees are retiring. But in Schaffhausen we benefit from our high profile. In Germany and the USA, on the other hand, it is more difficult to fill positions in machine maintenance or service technology with qualified people."

Jüliyet Schwörer, HR developer at Medipack, sees a striking difference to the situation five years ago: "The shortage of skilled workers is acute. We sometimes receive no response to our job advertisements for days!" According to Monika Zwahlen from BBC Bircher in Beringen, the response to job advertisements has also decreased. Not only for skilled workers, but also for applications for apprenticeships, for example for electronics technicians or IT specialists. 

But the good news is that the shortage of skilled workers in the Schaffhausen industry has not yet proved to be a brake on growth. "We have still been able to complete all orders," emphasizes Medipack boss Reto Artusi. GF and BBC Bircher share this assessment. The reason for this is that the three companies are constantly exploring new ways to attract new employees and retain existing ones for as long as possible. They are also supported in this by the Schaffhausen Economic Development Agency.

"Part-time is a megatrend. We try to accommodate this as far as possible with our office staff." Reto Artusi, Generel Manager, Medipack

Simply work more?

In April 2023, the Swiss Employers' Association (SAV) presented its recipes to combat the shortage of labor. First and foremost is an increase in working hours. In addition, the association is calling for the current working time regulations to be relaxed and is considering flexible options for employing workers beyond AHV retirement age. Although not mentioned in the study, stimulating terms such as 60-hour week or retirement age 70 are doing the rounds. The trade unions find these ideas provocative. Would they still be a viable option for the three Schaffhausen companies?

Keeping specialists in the company beyond retirement age, on a project-related basis or in smaller workloads, has long been common practice - albeit on a voluntary basis: "We recently had an employee retire for the fourth time," laughs Artusi. GF and BBC Bircher are also working on offers for specialists to remain active beyond retirement age. Monika Zwahlen says: "For us, it's not least about the fact that continued employment can save know-how. For example, if someone specializes in an older product that no one else is familiar with."

However, the three companies think little of a general increase in working hours. "The job market has changed. Today, we have to pay more attention to the private wishes of our employees," says Jüliyet Schwörer. And the focus here is on a good work-life balance and time for the family. Part-time work is a megatrend, adds Artusi: "Wherever possible, we try to accommodate the part-time wishes of our office staff. In our three-shift production, however, this is rather difficult and has to be looked at on a case-by-case basis." 

A new study by UBS, based on a survey of 2,500 Swiss companies, confirms that increasing individual workloads is hardly the answer. The two authors, Daniel Kalt and Alessandro Bee, come to the conclusion that more and more skilled workers are suffering from overwork. According to the two economists, this poses a long-term threat to the innovative capacity of the Swiss economy.

Recruit from across the border?

Would recruiting abroad be the ideal way to meet the demand for skilled workers? "Switzerland is still an attractive place to work, and of course we are not losing sight of neighboring regions," says Christine Fink, Head of Talent Management and Employer Attractiveness at GF Piping Systems. But recruiting across the border is not a higher priority. Monika Zwahlen from BBC Bircher says: "We have always recruited in the greater Schaffhausen area and therefore also employ cross-border commuters. Even in the current situation, we have no additional activities for the German region." Medipack boss Reto Artusi is even clearer: "We only look across the border for the few job profiles that we can't find here. But that's the exception. Otherwise, we recruit almost all of our employees locally. Not least because a short commute to work is important for company loyalty and a healthy work-life balance."

"For us, it's not least about the fact that continued employment can save know-how."

Monika Zwahlen, Head of Human Ressources BBC Bircher Smart Access

Automation as a way out?

For Christine Fink, automation and artificial intelligence can lead to adjustments in certain administrative or support processes: "In production, we have already automated and digitalized a great deal." BBC Bircher has a similar view, but Monika Zwahlen notes that skilled workers are still needed after process automation, albeit often different ones. 

The situation is different at Medipack, where the specialization of products is increasing and the quantities are therefore becoming smaller. Instead of automation, the company is therefore focusing heavily on improving work processes. "There is still room for improvement in the administrative area thanks to digitalization. We are open to this, but it is important to us not to lose sight of the human factor," says Jüliyet Schwörer.

"In production, we are already highly automated and digitalized."

Christine Fink, Head of Talent Management and Employer Attractiveness GF Piping Systems 

Which strategy is in the foreground?

"We want to further develop our corporate culture", says Heini Meier, "so that all employees can develop their full potential". To ensure that these are not just empty words, GF has launched a dozen initiatives at corporate level to create a new corporate culture with a diverse, inclusive working environment. "For example, we have introduced a 'Mystery Coffee', half-hour, sometimes virtual meetings. This gives our employees insights into other jobs and cultures around the world." Another example is a best-practice initiative in which all employees around the world can participate and win prizes. "However, one of the most important criteria for younger people when choosing an employer is sustainability. And here, in addition to the corresponding corporate culture, we can impress with products such as our innovative piping systems, lightweight castings for electric vehicles or energy-saving machine tools."

Smaller and medium-sized companies naturally have fewer resources for systematic employer branding. Instead, they can bring other trump cards into play: their manageable size, short distances, flat hierarchies and a family atmosphere. For Jüliyet Schwörer, it is also clear: "Today, companies look for young talent based on their values. We have to take this into account and also be present where job candidates are, primarily on the new social media platforms and also at universities." This focused presence is also important for Monika Zwahlen: "We are also expanding our geographical radius," she adds. This has worked well since working from home has become possible in many functions. Changes of residence are rare, however, because hardly anyone wants to give up their social ties. "That's why we appreciate the fact that Schaffhausen is positioning itself more actively than other cantons as a business and work location. That has achieved a lot." 

All three companies are positive about the transport links, which the canton has greatly improved in recent years. "Although the pull towards Zurich still exists, many employees now travel in the opposite direction to us," observes Heini Meier. And the region can score points with international specialists thanks to its proximity to nature, wide range of leisure and housing options and good accessibility. "Overall, Switzerland and Schaffhausen are still the first choice as a place to work for skilled workers." 

Regional Employer Branding

The availability of skilled workers is a key location factor for companies. The Economic Development Agency supports various initiatives to promote the region as a place to work:

• Positioning and promoting Schaffhausen as a working and living region with attractive job offers
• Organization of career events for young talents
• Networking events, welcome packages and a buddy program for new employees in the region
• "Female Leaders Initiative" for more women in working life
• Information page about Schaffhausen's unique employment and housing opportunities