Expert article by HRD iSolar Oleksandra Dovha on NV media

Oleksandra Dovha, iSolar’s HR Director, shared her expertise on how to hire candidates in the midst of a staffing crisis with NV media:

https://biz.nv.ua/ukr/sviy-biznes/brak-kadriv-v-ukrajini-2026-yak-kompaniji-dolayut-kadrovu-krizu-i-naymayut-personal-50575404.html

Ukraine is currently experiencing a large-scale staffing crisis, with the greatest shortage of people in blue-collar occupations. This is confirmed by a survey of employers by the European Business Association. 63% of companies said that blue-collar workers are the most in short supply in the market. All HR professionals notice this, and I am no exception.

Most of the vacancies we fill with our team are for workers: installers, engineers, power engineers, so we feel a shortage of specialists. This is a real challenge, but we have learned to work with it. Based on the results, I can say that we are doing a good job. Over the past year, from 2024 to 2025, the company has grown 7 times. Below, I’ll tell you how we did it and what can work for other companies.

Hire specialists, not “men,” “women,” “youth,” or “pensioners.”

This is probably one of the most obvious pieces of advice during a staffing crisis. However, there are still employers who are prejudiced against hiring women in “male fields,” young people, or retirees.

If you want to fill vacancies and expand your team, put aside any bias and be open to different candidates on the market. When hiring, first of all, evaluate the hard and soft skills of a specialist, not gender, age, or other social statuses.

Referral program is a must have

A referral program can be one of the most effective recruiting tools. The idea is simple: an employee recommends a company and receives a monetary reward if the candidate successfully passes the probationary period.

If the referral system is set up well, everyone wins: the team gets reliable people, the candidate comes on a recommendation, and the employee gets a bonus.

Another advantage of the program is that it helps to create a community of “promoters” of the company. We are talking about cases when people want to bring friends or acquaintances to work. Let’s be honest: nothing convinces better than a person who already works for the company and says it’s a great place.

So in short: a referral program is not just a tool, but an indicator of a healthy corporate culture. And of course, it is a must-have for every HR in 2025.

Use all the resources to find candidates

During a staffing crisis, especially when it comes to finding workers, you shouldn’t rely on one or two recruiting channels. Job sites are only a part of the “search”; it’s important to think bigger and look for specialists where they really exist.

I recommend taking a comprehensive approach: posting ads on various websites, running targeted ads on social media, and cooperating with employment centers, educational institutions, and veterans’ organizations. When you need to find people for specific regions, test local Telegram and Viber groups, such as “Work Kyiv” or “Looking for Work Khmelnytsky,” and professional communities. Sometimes you can find the right specialist there.

Another interesting life hack: talk about the company wherever you can. Events, conferences, specialized meetings, exhibitions, or even a queue in a coffee shop or a taxi ride are all points of contact with potential candidates. One short conversation can turn into a resume in your inbox.

Open the door to the team for veterans

Employment of veterans should be the norm for all Ukrainian businesses. However, here I want to highlight this topic from a different perspective. iSolar currently employs 14 veterans, and I can say for sure that they are professionals with discipline and responsibility who can really be relied on. Such people are now worth their weight in gold in the labor market.

Communicating with HR from other companies, I know that some do not hire veterans because they still do not know how to communicate with them properly, are afraid of making a mistake, or do not understand how to adapt a person after service. In this case, you need to undergo training, and there are many courses or webinars on this topic. Here is one of them from the Veteran Hub. You can also contact colleagues from other companies who already have experience working with veterans or local employment centers. They can tell you how to organize the process effectively.

Keep people, not roles

People have different situations in their lives, but even after an employee says “I quit,” don’t rush to put an end to it, but talk instead.

There is a cool concept of “internal mobility” when an employee can move from one role to another, even within different departments. Sometimes people grow out of their position, sometimes they want to try a different direction. And that’s okay, it’s important to give them this opportunity rather than waiting for them to leave for another employer. Remember that it is always more efficient to keep the person who is already with you than to look for a new one.

“Sell” not only the vacancy, but also the industry

If a candidate doesn’t know what your industry is up to today, he or she will most likely not consider you as an employer. Therefore, the task of HR today is not only to look for people, but also to popularize the very field in which you work.

Invest in the promotion of the industry: communicate on various platforms about what it looks like to work in it, what exactly specialists do, and what prospects there are. We use social media, videos, and real-life stories from our team members.

In this way, you can begin to form a person’s interest in the field, the so-called “first touch” that can open the way for them to join your company. Most likely, a person will choose the employer who has sparked their interest in the industry.

Take care of a positive experience of interaction with the company

A candidate for one of the vacancies may not become your employee, but he or she will have 100% of the experience and impression of the company. And it is primarily up to the HR department to determine what it will be and how the person will speak about the company in the future.

Treat everyone with friendliness and respect, regardless of the outcome of the interview. It’s the little things that matter: offering water, tea, coffee, having a normal tone of voice, showing humanity and, most importantly, honesty. If a person is not a good fit, don’t avoid it, but explain why and, if possible, suggest ways to improve.

I am sure that this approach to people is definitely important, because in a time when information noise is fierce, the best advertising is sincere feedback from those who have had contact with you. So my advice is to always create a positive experience of “touching” your company. Even if the candidate is not yours today, he or she may come back tomorrow or recommend someone who will be your ideal employee.