Staff Shortage in Ukraine: New Challenges and Solutions for Business

The full-scale war in Ukraine has radically transformed the labor market, creating new challenges for businesses. Mobilization, forced relocation, the emigration of part of the population abroad, and emotional exhaustion have become the main factors affecting the staffing situation in the country. As a result, companies are facing a critical shortage of personnel, particularly in sectors that require physical presence, such as manufacturing and operational functions.

Dina Konogray, the HR director for the Manufacturing, Logistics, and Procurement sectors at MHP, notes that in the face of a labor shortage, businesses are compelled to seek new solutions. Companies have already maximized their efforts to engage with the local labor market; however, the staff deficit persists, necessitating the exploration of alternative options.

One such solution is the recruitment of young people while they are still in education. Between 2022 and 2025, over 2,300 students participated in internship, practical training, and dual education programs at MHP, of which 1,100 secured permanent employment. This not only helps fill vacancies but also prepares a new generation of specialists ready to meet the challenges of the modern labor market.

Another important step has been the inclusion of women in professions traditionally considered male-dominated. In 2025, MHP saw 536 women acquire new professions, reflecting a shift in stereotypes and the creation of equal opportunities for all. This not only aids in filling vacancies but also contributes to the development of an inclusive environment within the company.

Moreover, the company is actively working with internally displaced persons (IDPs) and populations in frontline areas. In 2025, MHP launched employment programs for 257 individuals who were forced to leave their homes due to the war. This initiative not only assists those who have lost their jobs but also strengthens the social structure in regions affected by the conflict.

The engagement of foreign labor has emerged as another crucial direction, albeit a new one for MHP. This approach requires careful consideration, investment, and collaboration with various stakeholders, including employees, communities, and government bodies. Dina Konogray emphasizes that this is not merely a trendy HR solution but a necessary step to ensure business continuity, especially when some vacancies remain unfilled.

However, practical experience has shown that hiring foreigners is a significantly more complex process than it may initially appear. The most common misconception is treating the recruitment of foreigners as standard hiring. In reality, it is a sensitive process that requires consideration of numerous factors. For instance, during the first pilot program at an MHP poultry farm, seven foreigners were recruited. Following the first nighttime shelling, some of them abruptly left their jobs and ceased communication. The company, as an employer, bears responsibility for these individuals and acted within legal frameworks, notifying the relevant government authorities.

This situation demonstrated that a foreign employee is not merely someone to fill a vacancy. It involves an individual adaptation process, as these individuals arrive in a country experiencing war and may face difficulties adjusting to new conditions. What is challenging for the local team can be a source of disorientation and fear for new employees, potentially leading to difficulties in adhering to schedules and work processes.

Additionally, a significant challenge lies in understanding cultural norms. What is obvious to the local team may be unclear to individuals from different cultural backgrounds. This pertains to both hierarchy and team interactions. Therefore, the company consciously takes on the role of a guide, investing in explanatory work and conducting adaptation sessions for foreign workers and internal teams.

It is also important to consider that this process occurs within already established teams. Thus, MHP works not only with new employees but also with existing teams, explaining the rationale behind decisions and emphasizing that it is not about replacing Ukrainian workers but about covering the shortage in roles where the local market cannot provide sufficient candidates.

The company takes responsibility for creating conditions conducive to the effective adaptation of new employees. This is why projects are launched in pilot formats with a limited number of individuals to identify problematic issues and cultural discrepancies. Based on this experience, programs are adjusted to scale solutions systematically rather than intuitively.

Currently, MHP is conducting a second pilot, having engaged another seven foreign workers. It can already be asserted that this model may be successful: the productivity and discipline of the new employees are at an acceptable level. This success has been made possible by the experience gained and the willingness to promptly adjust the approach.

Is foreign labor a universal answer to the staffing shortage? The answer is no. However, it is one of the real tools that can help businesses withstand challenging conditions. If necessary for business continuity, companies must learn to do this correctly, maintaining a focus on people, standards, and responsibility.