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The flight of young people, especially the "brain drain", took on dramatic proportions in Greece after 2010. According to calculations of the Eurobank study, more than 450,000 people under the age of 45, a high percentage of (brain drain), with an annual accession of Greeks to the host country of 12.9 billion euros, a fiscal result greater than 9 billion euros, while the cost of their education for the Greek state raises to 8 billion euros.
According to IOBE, after the crisis (from 2009), the unemployment rates of graduates more than doubled, the largest increase in the number of unemployed having been recorded among graduates of the university. higher education (179.1%).
Declining population
Stopping this trend (brain drain) as well as the repatriation of this human resource will undoubtedly constitute a national target, at the moment Various studies estimate that the population of Greece will increase to 9.9 million by 2030, to 8.9 million to 2050 and from 7.7 million to 2080, against about 10.6 million today. With a total fertility rate of 1.33 (the expected average number of children per woman), Greece now has the lowest performance of the European Union, now one of the largest populations in the world. More aging of Europe, with more than a fifth of its inhabitants 21%) is over 65 years old.
However, for the first time in the past four years, Adecco Greece is studying the issue of employability in Greece. on the outside seems to be compelling. In particular, the percentage of potential job seekers abroad has declined to 22%, up from 33% in 2017.
Meanwhile, the first and main conclusion of the survey of 39 Adecco Greece, entitled "Employability in Greece", which explores how employees and job seekers perceive the state of the labor market in 2018, is the growing trend in the proportion of those who left the labor market in At least once in their working lives, in particular, 64% of current job-seekers reported being out of the labor force at least once, compared to 58% who reported in 2017. Most of them (32%) reported that they needed less than 6 months to market, while 15% of respondents took 6-11 months and in many cases re-entry into the labor market was delayed
Keep bidders on the market as well as targeted research actions are the keys to reducing waiting times. The longer they stay outside the job market, the greater the difficulty of reintegration.
Market mobility is also confirmed by the fact that candidates for open positions are not only people excluded from the market but also a large part of employees who are not satisfied with their current job. More specifically, in 2018, 66% of respondents say they are actively looking for a job.
Conclusions
The following results emerge from the survey:
"Permanent Employment" long ago in the past. Frequent job changes are the new reality. The candidate / employee must be adequately prepared to remain productive and evolve through career rotation.
l Companies and organizations compete for "talent" to maintain their competitiveness and remain profitable and innovative. "Talent" is the candidate / employee with the right mix of skills, knowledge and skills for each job and company / organization.
l Continuous expansion and skill development are needed in an ever-changing labor market. Candidates / employees must be able to recognize where they need development to continue their "training".
l In a market where competition for "talent" is high, companies must create policies and invest in practices that will make them more attractive to talented candidates / employees.
l Continuous changes are the new regularity. In this environment, adaptability and flexibility, change management capability and innovation are needed to stay competitive. New strategies for attracting talent must be adopted, with a focus on performance badessment and cooperation, and embracing diversity as key elements of innovation [19659016]
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