EmploymentofForeigners fromBosniaandHerzegovina andSerbiainSlovenia katjušakostanjšek InternationalSchoolforSocial andBusinessStudies,Slovenia kostanjsek.kaja@gmail.com gregorjagodiˇ c InternationalSchoolforSocial andBusinessStudies,Slovenia gregor.jagodic@mfdps.si Due to the lack of specific professions in the Slovenian labour market, more and more Slovenian employers are employing for- eigners from Bosniaand Herzegovina (BiH) and Serbia. Our re- search has foundthat employers when recruiting most often en- counter a lack of adequate candidates in the market and complex administrative procedures for the employment of foreigners com- ing from BiH andSerbia. Because of the easier andfaster integra- tion of foreigners into the work environment, companies provide various types of assistance, but often face the unwillingnessof foreigners to adapt to the newenvironment. In the framework of the verification of the hypotheses and the conclusion of thearti- cle, we give the companies proposals to facilitate the employment procedures of foreigners and their faster integration into the work and living environment. Key words: labour market, foreign workers, employment practices, Bosnia and Herzegovina, Serbia, employee integration https://doi.org/10.26493/1854-4231.15.265-289 Introduction ThelackofcertainprofileshasbeenpresentontheSlovenianlabour market for a long time. Therefore, Slovenian companies are some- times forced to seek outside their own borders. It is interesting to note that in Slovenia at the end of year 2018, there were about 33,000 more foreigners than in 2015 (Raiˇ ceviˇ c 2019). Free move- ment of goods, capital, services and persons applies for Slovenia, as a member of the European Union (eu). And free movement al- lows citizens of the Member States of the European Union and their family members to move freely – with a purpose to work, study, retire and live between Member States. As a result, many administrative obstacles have been reduced. While the Republic management15 (4):265–289 265 KatjušaKostanjšek and Gregor Jagodiˇ c of Slovenia has an established right to free movement of work- ers with all Member States, the Republic of Croatia remains the exception. Workers who are citizens of the Republic of Croatia need a work permit to work in our country. This is not neces- sary for other Member States and countries of the European Eco- nomic Area (Norway, Iceland, Liechtenstein) and the Swiss Con- federation, since citizens and their immediate family members in our labour market are completely equivalent to Slovenian citizens (freetoself-employmentortoworkwithoutworkpermits)(seehttp: //www.mddsz.gov.si/si/delovna_podrocja/trg_dela_in_zaposlovanje/ delovne_migracije/prost_pretok). The situation is different for foreigners coming from third coun- tries. Their employment in our country is carried out in accordance with the provisions of the Employment, Self-Employment andWork of Foreigners Act,which cameinto forceon September 1,2015. CurrentSituationontheSlovenianLabourMarket The Employment Service of Slovenia (zrsz) regularly publishes forecastsoftheOccupationalBarometer,whichforecastlabourmar- ket deficits. The forecast includes jobs that are expected to balance supply and demand, and those that are expected to have fewer job vacanciesthan actualjob seekers. According to various surveys from 2018, including the Occupa- tional Barometer of zrsz(Kušar 2018), a ‘list’ of occupations has been compiled, which for 2019 also predicted that demand will be much higher than actual supply or that there will be further severe lack of adequate candidates in the labour market. In these occu- pations we include: cleaners, simple workers, electrical and elec- tromechanical engineers, electrical technicians, mechanical engi- neers,chemists,mechanicsandrepairers,carpenters,waiters,cooks, salesmen,machineoperators,drivers,masons,toolmakers,pharma- cists,specialist doctors, etc. According to the Occupational Barometer of zrsz,theexcessof providers in the labour market is mainly reflected in the following professions: business secretary, journalist, economist, graphic de- signer, store manager, educator, official in finance and insurance, translator, etc.(Zavod Republike Slovenije za zaposlovanje 2018). ForeignCountriesandEmploymentAreasin2018 According to the data of the Health Insurance Institute, from De- cember31,2018,therewere74,028foreignersemployedinSlovenia. MostofthemarefromtherepublicsoftheformerYugoslavia:43,512 266 management·volume15 Employmentof Foreigners fromBiH,11,010fromSerbia,7,026fromCroatia,6,495fromKosovo, 5,582 from North Macedonia and 403 from Montenegro (Raiˇ ceviˇ c 2019). The rest of the foreigners are from different countries and as of 31 December 2018 they were employed in Slovenia: 2,635 from Bul- garia, 1,268 from Italy, 1,417 from Russia and 1,107 from Ukraine. Thesearecountriesthatemploymorethan1,000people.Fewerthan 1,000 people were in 2018 employed from: Hungary 592, China 575, Romania 543, Slovakia 297, Germany 154, Turkey 133, France 130, Thailand 129, India 118, United Kingdom 121, Moldova 110 and the United States 86 (Raiˇ ceviˇ c2019). According to the statistics from November, in 2018 the majority of foreigners in Slovenia were employed in construction jobs (around 21,000).This wasfollowed by employment inmanufacturing (nearly 17,000), transport and storage (around 13,500) and just under 4,000 foreignersinthehospitalityindustry.2,200peoplewereemployedin various technical, professional and scientific activities and around 1,000were employed in socialcareand health(Raiˇ ceviˇ c 2019). The drastic lack of certain professions in the Slovenian labour market is one of the main reasons why employers decide to hire a foreigner. Another reason is the lack of technical knowledge, skills andexperienceofthecandidates.Allofthisisalsoabouttheunwill- ingnessofSlovenianworkerstoperformjobsthathavebeenstigma- tized by society to be of less value. MethodsofFindingForeignPersonnelandParticipants intheSearchProcess There areseveralwaysof finding foreignpersonnel (Pušnik 2015): by social networks, through a network of hrprofessionals, by different hragenciesand by recruitment companies to find foreignpersonnel. In the last year, recruitment agencies and foreign recruitment companies have decided to search for personnel by so called job fairs in the country from which they want to recruit a foreign. Em- ployment events in BiH and Serbia are on the rise. Namely, these countries are said to have many workers with occupational profiles, which are drastically lacking in Slovenia and receive here a sub- stantially higher salaries for the same work. That is why we are in- terestedinthemandtheattendanceatsucheventsisnumerous.Job number4·2020 267 KatjušaKostanjšek and Gregor Jagodiˇ c fairs have the following advantages over other forms of personnel search: You can have more interviews at the booth than you would oth- erwise (for a large number of foreigners from BiH and Serbia is too expensive to travel to Slovenia and they can’t afford it). You meet the candidates personally and make personal contact withthem.Also,aforeignercangetfirst-handinformationabout a company looking for workers. Candidatescanhaveinterviewimmediatelywithoutapplyingfor itandwaitingforaninvitationfortheintervieworwithoutwait- ing for a response. EmploymentProcessforaForeignfromBosniaand HerzegovinaandSerbia In the process of hiring a foreigner, it is crucial from which country he comes from, since the recruitment procedures vary considerably from country to country. As mentioned in the introduction, for citi- zens of the members of the European Economic Area (eea) applies freemovementoflabour,whileforthird-countrycitizensitdoesnot. Inthefollowing,wewillfocusonlyonthecountries:BiHandSerbia. DocumentationintheEmploymentProcessforaForeigner It is common for all foreigners that when the employer decides to hire him/her, he must provide all the necessary documentation that the employer will need in the process of obtaining a work permit or a single residencepermit andwork for the foreigner. Documentation that foreigner must submit/provide to the em- ployer (seehttp://evem.gov.si/evem): personal photo (asfor the passport), certifiedcopy of the passport, certified copy of driving license (when hiring a truck driver for example), certified copy of the certificate of completion of education or diploma, certificateofworkexperience(ifrequiredby pdm-ktdform;Job vacancynotice – labour marketsurveillance), a signed foreign authorization (in case the foreign procedure is regulatedby the employer or intermediary), original certificatefrom the criminal recordof impunity, 268 management·volume15 Employmentof Foreigners proof of commercialhealth insurance (sometimes arrangedand obtained by the employer at his own expense) and certificate that he or she was registered at their Employment Service(until2019appliedonlytoBiHcitizens,nowappliesalso to Serbian citizens – the latter also apply that a Slovenian em- ployercanemploythemeveniftheydonotmeettheunemploy- ment conditions, but it is about the professional employment of an individual). The employer must also prepare part of the documentation for the employment of the foreigner. As stipulated by the Employment, Self-Employment and Work of Foreigns Act (Zakon o zaposlovanju, samozaposlovanju in delu tujcev (zzsdt-upb2) 2018), during the procedure the latter must arrangefor the preparation or signature: employment contracts with the right foreigner information, salary,job andduration of employment, statements that, as an employer, he or she provides accommo- dation for a foreigner, employer authorization (in case the employer procedure is reg- ulated by anintermediary), statements and evidence that, as an employer, he or she has in- vested at least eur50,000 in the activity in which the foreigner is going to work before applying for a single permit for the em- ployment of aforeigner(appliesonly toemployers whoarereg- isteredfor less thansix months). StepsintheEmploymentProcessforaForeigner TheEmployment,Self-EmploymentandWorkofForeignsActclearly sets out all rules on the employment, self-employment and work of foreigners. The employment process of foreigners between the two countries (BiH and Serbia) differ slightly; for citizens of the Republic of Serbia the process is shorter and consequently faster (from September 2019, we have an Agreement between the Gov- ernment of the Republic of Slovenia and the Government of the Republic ofSerbiaabout theemploymentof citizensoftheRepublic of Serbia in the Republic of Slovenia). While Serbian citizens can enter our country and stay, employ and work obtain only a single permit for residence and work, BiH citizens must obtain a work permit beforehand. For the latter conditions of employment and procedures for issuing work permits stipulates the Agreement be- tween the Government of the Republic of Slovenia and the Council number4·2020 269 KatjušaKostanjšek and Gregor Jagodiˇ c of Ministers of BiH on the employment of BiH citizens in the Re- public of Slovenia from 2013.It is important tonote that the process of obtaining a work permit will almost certainly be successful and quicklyresolvedifaforeignerwillbeemployedinajobthatrequires deficient occupations. According to zrsz(see https://www.ess.gov .si/delodajalci/zaposlovanje_in_delo_tujcev/kontrola-trga-dela) de- ficient occupations continue to be: welders, heavy truck and trac- tordrivers,toolmaker,turner,electrician,bricklayer,carpenter,chef, electromechanic, sales specialist for ictproducts and services, de- veloperandsoftwareandapplicationsanalyst,andexpertondataba- ses andcomputer networks. We present the more detailed steps in the process of hiring a for- eigner from BiH or Serbia below. Step 1: The pdm-ktdor the Job vacancy notice – labour mar- ket surveillance should be published on the zrsz. Labour market surveillance is compulsory for the employment of a foreigner from third countries. In doing so, the zrszverifies the fulfilment of the requirement in the foreigner’s recruitment process that there are no suitable persons or candidates for employment in the Slovenian unemployment register. Step 2: Within five working days of receipt of the pdm-ktdform, the zrszissuesanoticeifthereareanyunemployedpersonsintheir records who would fit our call. If there are no suitable persons, as an employer we continue the process for employment of a foreigner (obtaining aworkpermitor asinglepermitforresidenceandwork). The application for authorization must be submitted no later than 30 days after the issuance of the zrsznotification. If the zrszfinds suitable persons in the Slovenian unemployment register, employ- mentofaforeignerisnotpossible.Insuchcase,candidatescanonly be sought on the Slovenian labour market (see https://www.ess.gov .si/delodajalci/zaposlovanje_in_delo_tujcev/kontrola-trga-dela). Step 3: Obtaining a work permit is the next step for BiH citizens. Basedonthisdocument,theemployercanconcludeanemployment contract(GrofelnikandPremk2009,263).Theapplicationissubmit- ted by the employer to the zrszon the form tuj-bih-1. A foreigner whowantstogetajobmustberegisteredwiththeEmploymentSer- viceofBiHforatleastoneday(seehttps://www.ess.gov.si/tujci/delo_ v_sloveniji/zaposlovanje-drzavljanov-bih). Following the application, the Bosnian Employment Service re- quires from the employer: a signedcontract of employment by the employer, 270 management·volume15 Employmentof Foreigners acertifiedcopyoftheforeigner’spassport, a certified copy of the certificate or diploma and a telephone number of the foreigner. Alldocumentscanbesubmittedbytheemployerin pdfformatby an e-mail, but only after they have received a request from the BiH Employment Service. If all the documents are in accordance with the regulations and the Employment Service of BiH issues the consent for employment of their citizen with us, the Slovenian zrszissues a work permit, which is always issued for a period of 3 years. In this case, the for- eigner must be employed by the employer who obtained his work permit for the first 12 months, or by his legal successor. During the remaining 24 months of the validity of the permit, any other em- ployer can employ the foreigner, since during this period he is free to enter the Slovenian labour market. After the validity of the work permit,this maybe renewedunder the termsof theAgreement(see https://www.ess.gov.si/tujci/delo_v_sloveniji/zaposlovanje-drzavljanov- bih). During this time or step, the foreigner should be referred to his/her nearest Slovenian embassy where he/she submits his/her fingerprints.This is alaterrequirement for theissue of asingle res- idence and work permit. Step4: The next step is to obtain a single residence and work per- mit. We already submitted the application for the citizens of Serbia in Step 2, since in 2015 the procedure was simplified and the single permitmergesandreplacesthepreviousresidencepermitandwork permit.ForBiHcitizens,thisisonlyregulatedafterobtainingawork permit. The application for mentioned permit should be submitted to the competent administrative unit. The single permit for residence and work (ed) is issued in the form of a card and is so called decision issued by the administrative unit in agreement with the zrsz(see https://www.ess.gov.si/delodajalci/zaposlovanje_in_delo_tujcev/vrste _soglasij_in_pogoji). The application must be accompanied by the following documents: acertifiedcopyofthepassport, acertificatefromthecriminalrecordofimpunity(nottobeolder than threemonths), employment contract signed by both parties (employer and for- eigner), number4·2020 271 KatjušaKostanjšek and Gregor Jagodiˇ c proofofcommercialhealthinsurance(concludedforatleastone month), a certified copy of the certificate or diploma and any other evidence of compliance with the conditions laid down for the issue of the type of authorization concerned. In case that any document is written in Cyrillic, a certified trans- lation in the Slovenian language must be submitted (Upravna enota Ribnica 2017). An edis subject to the payment of a fee and the cost of issuing an id. A taxpayer whose edis issued on the basis of a work permit previously issued under an international agreement is exempt from the fee and pays only the application fee (Upravna enota Ribnica 2017). Issuing an edgenerally takes up to 15 days. Once the permit has been issued, the administrative unit, upon agreement with the em- ployer,sendsittotheembassy,wheretheforeignerhasalreadysub- mitted his fingerprints at the beginning of the employment process. When the embassy receives the ed, it informs the foreigner that the document is ready for pickup. He has 7 days for the edto take over. The employer then has exactly 15 days to hire him from the day the foreigner picked up edat the embassy. This means that on the 15th day after the pickup, a foreigner must already be in Slovenia and spend his firstworking day atwork. Step5:Oncewehaveobtainedan edforaforeignerandhavebeen taken over by the Embassy, the employee’s arrival process is initi- ated.Thismeansthattheemployerandtheforeigneragreeonwhich will be his or her first working day so that he or she can organize his/her arrivalin Slovenia in time. During the procedure, the employer must also provide (if he wishes) accommodation for the worker. There are two options: ei- ther he has available accommodation (most often a room in a multi- family house or larger apartment), or finds suitable accommodation foraforeigner.Ithappens,however,thatforeignersinSloveniahave relatives or friends and organize accommodation themselves. Step6:WhenaforeignerarrivesinSlovenia,hereportstotheem- ployeronthedayasagreed.Beforethestartofhis/herfirstworkday, a foreigner mustsettle severalmatters,namely: have a preliminary medical examination (organized by the em- ployer), takean occupational safetyexam (organizedby the employer), declaretemporary residence(at the Administrative Unit), 272 management·volume15 Employmentof Foreigners obtain aSlovenian tax code (at the Financial Administration), open apersonaltransactionaccount atthe bank(at the selected bank) and arrange additional insurance (at the selected insurance com- pany). Upon arrival in Slovenia, the foreigner signs an employment con- tractwiththeemployeragain,whichmust,insubstance,bethesame as the one they signed at the beginning of the foreigner’s employ- ment process. The difference is that the new contract will specify the duration of the employment. Once the contract has been signed and the foreigner has settled all of the matters listed above, he may start to work from the next day. Step 7: Once the employer has settled all matters related to the pre-employment process, he may also carry out the latter by reg- istering a foreigner with compulsory health and pension insurance (Form M-1). Obstaclesand/orDifficultiesDuringandAfter theEmploymentoftheForeigner The process of hiring a foreigner has been simplified administra- tivelyinrecentyears.Itis mucheasierfor nationals of themembers oftheEuropeanEconomicAreaandSwissnationalsthanforforeign nationals coming from third countries. Nonetheless, many employ- ers face various difficulties during or after the employment process of a foreigner. Many employers face problems early on. Namely, if one does not sufficiently inquire about all the details of the process itself, and what to look out for, it can quickly lead to complications that some- timesevenleadtotheterminationoftheforeigner’semployment.In- sufficient information and unfamiliarity with the process also leads toinsufficientandunregulatednecessarydocumentation.Itisthere- foreoftheutmostimportancethatthepersonconductingtheprocess of hiring a foreigneris aware of the process,from anadministrative, time, and legal point of view. If this is not possible, it is best for the company to use an external business partner (for example staffing agency)that hasqualified employees for the process. Another obstacle we can face right from the start is that we are dealing with the employment of a foreigner who is unresponsive, disobedient, incorrect ... We know that the candidate must provide more documents and certificates, which are the basis, that the em- ployer can initiate the employment process. If it fails to do so, the number4·2020 273 KatjušaKostanjšek and Gregor Jagodiˇ c timeframe is extended. This causes a great deal of dissatisfaction with most employers, as everyone wants to complete the process as soon aspossible and the foreigner startsto work. An obstacle that we face regularly in practice and cannot be in- fluenced by is the responsiveness of the institutions. Although all institutions and offices have statutory deadlines for issuing certifi- cates, permits, consents, and the like, responsiveness is contingent on the amount of applications pending. Even when the employment process is completed and the for- eignerjoinsusintheworkenvironment,weasanemployermayface obstaclesordifficulties.Thefirstproblemiscertainlytheforeigner’s lack of knowledge of the Slovenian language, which causes commu- nicationbarriers.Howimportantthisproblemisdependsonthejob. Many Slovenes, due to the former common state and the great simi- laritybetweenthelanguages,thankfully,dospeakorunderstand(or both) Croatian, Serbian or Bosnian, which makes it easier for the foreigner (and the employer) to communicate with eachother. Another problem that employers repeatedly encounter is that a foreignerfindsitdifficultorimpossibletomanagetheirlifeinanew environment. The fact is that our social and work culture is almost certainly different from the country our foreigner comes from. And ifhe/shedoesnotfindacompanyclosetohim/her(bytradition,cus- toms, rules, etc.), he/she feels lost. Therefore, it is important for the employer to help him/her join the workforce, so that the foreigner cangettoknowthenewenvironmentasquicklyaspossiblethrough co-workersandthusmakenewacquaintancesthatwillhelphim/her. Often, citizens of the former Yugoslav Republics have no interest in joining Slovenian society. The reason is probably that there are so many of their fellow countrymen in Slovenia that they do not see any greatersenseor needin adapting to the new environment. A big problem in companies is discrimination against foreign- ers. This is especially true for citizens of the former Yugoslav Re- publics and southern countries (Bulgaria, Albania, Romania, etc.). For no good reason, foreigners are treated worse by associates (in- cluding leaders) simply because they are of another race, ethical background, religious belief, and the like. It is often the case that foreigners tell the superiors, but they do not act. In such cases, the workenvironmentforcestheforeignertoeithersubordinateorgoto anotheremployerorbacktohis/hercountryiftheworkpermitdoes not allow him/her to do so. Discrimination is also closely linked to harassment in the work- place. Although the Employment Relationships Act (Zakon o de- 274 management·volume15 Employmentof Foreigners lovnih razmerjih (zdr-1) 2013) clearly defines what an employer is obliged to do, what kind of work environment it must provide and what measures it must take to protect workers, this is often not the case. The citizens of BiH, Serbia and other southern countries are also oftenthe mostaffected. Here are some key factors that we can use to predict an individ- ual’s performance abroad(Jerala,Podgoršek,and Toš 2016,11–5): openness(curiosity,originality,intelligence–interestinlearning new things,ready for new experiences), emotional stability (allows them to be more positive and confi- dent, easierto handle problems), conscientiousness(organization,consistentperformanceoftasks, work performance), self-efficacy (the individual’s ideas about his own abilities, high motivation), cultural sensitivity(adaptation toanotherenvironment andcul- ture), previous experience (very welcome), family status (affects his well-being, work, and work motiva- tion), social support (social network) and organisational support (information, emotional support, assis- tance with finances,family). OnboardingandIntegrationofaForeigner intotheCollective It is very important how the employer will arrange the foreigner’s onboarding and integration into his collective in order to minimize the problems. In Slovenia, the term ‘onboarding’ is used more and more frequently to integratea new employee into the company. Onboarding is a carefully planned process of integrating a newly hired person, or associate we have transferred into the work envi- ronment. In integration, it is crucial that the newly recruited em- ployee, especially the foreigner, feels welcome, accepted and part of the organization. The goal of such planned integration for the em- ployeristohelpthenewemployeetoadapttothenewjobeasierand faster in both social and performance aspects (Ferk and Boštjanˇ ciˇ c 2015,5). Suggs (in Ferk and Boštjanˇ ciˇ c 2015, 7) says that onboarding must bedesignedtobenefitboththeindividualandtheemployer.Healso number4·2020 275 KatjušaKostanjšek and Gregor Jagodiˇ c mentions that a new employee needs to have a very good under- standing of their employer’s vision and goals. At the same time, he or she must be familiar with the resources to which employee can turn when he or she wants or needs to draw on the knowledge that is in the organization and important information to work with. Of course, it is the job of the employer to provide the new employee with everything they need and will need in introducing and master- ing their job. And when it comes to being a foreigner, it is highly recommended that the content, and more, is prepared in a language that the person understands. Only in this way can we avoid unnec- essaryinconvenience due tolanguage barriers. The main benefits of systematic foreigner integration are (see https://www.smartsheet.com/employee-onboarding-processes-plans- best-practices-flowcharts): a sense of acceptance and a sense of being part of an organiza- tion, a clearpicture of whatis expected of him/her atwork, he/she will be better and fasteracceptedby colleagues and fasterknowledge transferfrom employees to foreigners. For successful onboarding of the foreigner in practice we can do thefollowing(Employeeonboardingprocesses:plans,bestpractices, flowcharts n.d.): atfirstwefriendlyaccepttheforeignertothecompanyandshow him/her the company if we havenot alreadydone so, introduce him/her to colleagues and highlight his/her poten- tial major successes and what its contribution to the company means, introduce him/her the internal rules (rules, regulations) that he/she must be familiarwith, introducehim/hertoamentorwhowillregularlyfollowhim/her during his/her probationary period, prepare a deployment plan for it and accuratelyinform it, introduce him/her to his/her post, we arrange with him/her any other formalities (contract signa- ture, e-mail address,cardfor recording working hours, etc.), regularly monitor his progress (daily, weekly, monthly) and dis- cuss the results with the foreigner, we are constantly available for help and additional questions (the first address for this is his/her mentor, then the head of the department, the director). 276 management·volume15 Employmentof Foreigners KnowledgeTransfertoaForeigner When we hired a foreigner and brought him/her into the company, theknowledgetransferbeganforhim/her.Attheoutset,he/shemust become familiar with the various rules and regulations that apply to the company, the procedures and how it works. This is where the knowledge transferthat is most valuable to the organizationbegins. The job description itself states what knowledge and to what ex- tenttheemployeemusthaveforthejob.Hebringshisformalknowl- edgewithhim,whichisoftennotthesame,asinthecaseofworkers fromBiHandSerbia,asisrequiredforhispost.Italsobringsthe informal,whichinmostcasesisdecisivewhenhiringforeigners.Re- gardless of the knowledge that an individual brings to the company, the way and the work process can be completely different from the previous ones that the foreigner has already done. In order for the latter to be able to perform his work well, efficiently and above all correctly, it is essential that the knowledge of his colleagues, which is necessaryfor his work, is impartedtohim. Inpractice,this occurs as part of mentoring, as the mentor is the one who introduces the foreigner into the work. The mentor and the foreigner collaborate on a daily basis and knowledge transfer is ongoing, either through conversation or through various media (e.g. cdson a cd,protocolof a leaflet procedure, etc.). Nevertheless, knowledge transfer can be ‘stuck’ despite good on- boarding anda good relationshipbetweenaforeigner andamentor. Therefore, it is necessary for the associates to be trusted and have more teamwork and training. It is also recommended that the for- eigner and other employees, when arriving at the company, alter- nate between jobs so that they get to know each other more closely. This allows all the articles in the chain to understand the workplace and realize that, for example, storekeepers need certain knowledge and skills to be able to perform their work qualitatively. Alternating also brings knowledge from a completely different field and it may appearasa solution to someof the problems inthe processesof an- other department. We should inform the foreigner at the beginning of the deploy- mentthat intheorganizationwedonot own knowledge,but shareit and promote socialization among our colleagues in order to transfer knowledge and good practices.An important taskof the employer is toconstantlymotivatetheforeignertofurtherhis/hereducationand thus increasehis/her own andorganizational competitiveness. Employment of foreigners in Slovenia, with an emphasis on for- number4·2020 277 KatjušaKostanjšek and Gregor Jagodiˇ c eignersfromBiHandSerbia,remainsopeninour labourmarket.In fact, forecasts indicate that many professions will be in short sup- ply, whichmeansthat demandwashigher thansupply.This is espe- cially true for manufacturing professions such as mechanical engi- neering, transport, catering, etc. Up to now, the majority of workers have been recruited from BiH and Serbia to perform work in the mentioned fields, as they are considered to have a large number of suitable candidates and are ready to accept the working conditions offered by Slovenian employers. Certainly contributing to the suc- cessful employment of a foreigner is the knowledge of how to find suitable candidates, all those involved in this procedure, andknowl- edgeoftherecruitmentproceduresofaforeignerfromBiHandSer- bia. With all of the above, the employer should be aware of the good onboarding and integration of the foreigner into the work environ- ment, aswell asthe necessaryactivitiesfor knowledge transfer. ResearchandManagementSuggestions Our research, among other things, was intended to investigate and determine which method of on-the-job training employers most commonly use and to verify our hypothesis we have made analy- sis and interpreting the data obtained. methodsandcharacteristicsofthesample We used quantitative research for verification purposes. The survey was conducted with the help of a survey questionnaire, which was created in the web application 1ka. To interviewed companies we sentane-mailtotheirpubliclyavailablee-mailaddressesexplaining the purpose of the survey and adding a link to access the survey website, specifically to the heads of human resources and heads of human resourcesmanagementdepartments. The sample or population was represented by Slovenian compa- nies of different sizes and selected activities, which were published in the electronic format of tds(Telephone Directory of Slovenia), while trying to follow the structure of entities in reality (company size). 5,000 companies from different industries were randomly se- lected. The survey was conducted between June 30 and July 9, 2019. 830 (16.6%) respondents answered the survey and 339 (6.78%) re- spondents filled it out completely. Thecollecteddatawereanalysedusingthe spsssoftwaretool,and the results were presented using tables. Descriptive statistics were used to determine the characteristics and composition of the sam- ple, and the hypothesis was tested using inferential statistics. First, 278 management·volume15 Employmentof Foreigners table1 Overview of SurveyCompletion Datawith Respect to Completion of SurveyCompletion Completed Partially completed Total appropriate Total inadequate Total 284 55 339 491 830 we used the calculation of χ 2 for the variables tested and their dis- tributions, but since the latter was not uniform, we used the largest percentageof the possible answersto test the hypothesis. The limitations of the survey were, in the end, reflected in the re- spondents’ perceived unresponsiveness and in the large number of incorrectly or incompletely filled surveys. basicanalysisofdatabasevariables First, we asked the respondents about the industry, size and age of the company, the number of employees and the region of the com- pany’s headquarters. A total of 339 questionnaires were completed (table 1). 182 (53.7%) micro, 97 (28.6%) small, 49 (14.5%) medium-sized and 11 (3.2%) large companies participated in the survey. In the sample structure,theproportionoflargefirmswaslargerthanthestructure in reality,but largefirms had greateremployment needs. According to the industry 78 (23%) companies come from con- struction,62(18.3%)inmotortrade,maintenanceandrepairofmotor vehicles,39(11.5%) inmanufacturing, 35(10.3)%)in the cateringin- dustry, 22 (6.5%) in transport and storage, and 103 (30.4%) in other industries. Accordingtotheregionfromwhichthesurveyedcompaniescome, 119 companies were from central Slovenia (35.1%), 44 from Goren- jska(13%),37 from Podravska(10.9%),35 from Savinjska(10.3%),23 from Goriška (6.8%), 15 from the Coast and Karst (15%), from Ko- roška and Notranjska each 13 companies (3.8%), 12 from Posavje (3.5%), 10 and 11 (2.9% and 3.2%) from Pomurje and Primorsko- notranjska and from Zasavje 7 (2.1%). The result obtained was ex- pected, as the largest number of companies is registered in central Slovenia, and Zasavjeregion is a rathersmallarea. Our researchhypotheses were: h1 Existing employees welcome foreigners well or very well if the company cooperates in their integration into the work environ- ment. h2 Slovenian companies employ the most foreigners from BiH due number4·2020 279 KatjušaKostanjšek and Gregor Jagodiˇ c table2 Employmentof Foreigners in theWorkplace, According to Employers Answer (1) (2) (3) Well 66 19.5 60.6 Very well 40 11.8 97.2 Bad 3 0.9 100 Total 109 32.2 notes Columnheadingsareasfollows:(1)frequency,(2)percentage,(3)cumulative percentage. tothefact that Slovenianworkersdo notwant toperforma cer- tainjobordemandahigherpayforthesamejob. h3 Most companies face discrimination against the foreigner when theyarehiringhim. h4 Too much administration is the most common problem in the processofarrangingdocumentationfortheemploymentofafor- eigner. testinghypotheses Our research hypothesis h1was: Existing employees welcome for- eigners wellor very wellif the company cooperates intheir integra- tion into the work environment. Inthequestionnaire,weaskedtherespondentsthequestion‘How is a foreigner usually accepted into the work environment by exist- ing employees?’ They were able to choose from the following: very good, good, bad and very bad. The question was answered again by all those who employ foreign labour, i.e. 109 (32.2%) companies sur- veyed. As table 2 shows, as many as 97.2% of respondents or 106 companies chose positive answers, i.e. ‘Very good’ (40 companies or 36.7% of respondents) and ‘good’ (66 companies or 60.6% of respon- dents). Weexaminedthecorrelationbetweentheselectedvariables,‘How a foreigner is usually accepted into the work environment by an existing employee’ and ‘Do you work with a foreigner to integrate him/her in the work environment’ (Table 3). We find that the vari- ables are positively correlated (Pearson’s correlation coefficient is 0.239).Thismeansthatthe moreopportunities andwaystohelpthe strangerintegrateintotheworkenvironmentareofferedbytheem- ployer,theeasieritwillbeforthemand,consequently,theforeigner will be better acceptedby existing employees. Integrating foreigners into the work environment and acceptance of them by existing employees is,as other authors note (Jerala,Pod- 280 management·volume15 Employmentof Foreigners table3 Correlation between Inclusion of Foreigners in the Work Environment of the Companyand Their Acceptance byExisting Employees Question Item (1) (2) (1) Doyou work with a foreigner to integratehim/her into your work environment? Pearson’s correlation 1 0.239 Significance (double test) 0.012 Sample 109 109 (2) How is aforeigner usuallyac- ceptedinto the work environ- mentbyexisting employees? Pearson’s correlation 0.239 1 Significance (double test) 0.012 Sample 109 109 table4 EmploymentFrequencyin Selected Countries byEmployer Choice Country (1) (2) (3) Bosnia and Herzegovina 109 2.20 2.300 Serbia 109 5.57 2.891 Croatia 109 6.44 2.584 Hungary 109 7.53 1.608 Italy 109 7.63 1.482 Austria 109 7.64 1.424 notes Column headings are as follows: (1) sample, (2) average, (3) standard devia- tion. goršek and Toš 2016, 11–5; Ferk and Boštjanˇ ciˇ c 2015, 3), extremely important, as it also depends on knowledge transfer and skills be- tweenthem.Aswealsofindinourresearch,theacceptanceofafor- eigner into the work environment and the support of the company in its integration into the work environment are strongly intercon- nected, whichis whywe confirmed h1. Hypothesis h2was: Slovenian companies employ the most for- eignersfromBiHduetothefactthatSlovenian workersdonotwant to perform a certain job or demand a higher pay for the samejob. In conducting the survey, respondents were required to select the countryinawaybyenteringthenumber1inthecountryfromwhich they employ the most foreigners, 2 in the next country from which they employ the most foreigners, and thus to a score of 6. It follows that the lower average score means that in Slovenia are employed the most foreignersfrom that country. Below, we also needed to check the correlation of the variables of the two survey questions, namely ‘Why did you decide to hire a foreigner: because Slovenian workers do not want to perform a par- ticularjoborrequirehigherpayforthesamework’and‘Fromwhich countriesdoyouhirethemostforeigners:BiH.’Wefoundthatthere- lationshipwasnegative(Pearson’scorrelationcoefficientwas–0.046) number4·2020 281 KatjušaKostanjšek and Gregor Jagodiˇ c table5 Correlation between the Demandof Slovenian Workers for higher Pay and the State of BiH Question Item (1) (2) (1) Slovenian workers do not want to perform acertain job or de- manda higher pay Pearson’s correlation 1 –0.046 Significance (double test) 0.633 Sample 109 109 (2) Bosnia andHerzegovina Pearson’s correlation –0.046 1 Significance (double test) 0.633 Sample 109 109 table6 How Many Companies Are ExperiencingDifficulties in Hiringa Foreigner Answer (1) (2) (3) No 77 70.6 70.6 Yes 32 29.4 100.0 Total 109 100.0 notes Columnheadingsareasfollows:(1)frequency,(2)percentage,(3)cumulative percentage. and that the variables were not interdependent (table 5). The re- search shows that employers mostly choose to hire foreigners from BiH, but not because Slovenian workers would not want to do a cer- tain job or demandhigher pay,so we only partially confirmed h2. The h3hypothesiswas:Mostcompaniesfacediscriminationagainst foreigner when they arehiring him. First,wehavedoneananalysisofhowmanycompaniesarefacing difficulties when hiring a foreigner while joining a company. As ta- ble 6 shows, just under one third of all surveyed companies (32 and 29.4%) employing foreignersare facingdifficulties. Then we were able to test the hypothesis in terms of problems and their frequency. The respondents had a written set of problems and one vacancy where they could write a problem themselves that thequestionnairedidnotoffer.Foreachoftheproblemstheyhadto chooseavaluefrom1to5,with1beingneverand5beingverycom- mon. As table 7 shows, companies most often encounter foreigners’ unwillingness to adapt to the new environment (2.91) and commu- nication problems (2.69) when employing a foreigner. According to the results of the conducted survey, discrimination of foreigners by existing employees is in third place (1.66). Theimpactontheacceptanceofaforeigneranddiscriminationby existing employees has already been investigated by other authors (Vreˇ cer et al. 2008, 7; Polajnar et al. 2001,7), and they conclude that 282 management·volume15 Employmentof Foreigners table7 Frequency of Selected Employers’Problems Problem (1) (2) (3) (4) (5) (6) Theforeigner’s unwilling- ness to adaptto the new environment 11.558 31 0.000 2.906 2.39 3.42 Communicationproblems 9.412 31 0.000 2.688 2.11 3.27 Discrimination against for- eigner by co-workers (in- cludingmanagers) 8.551 31 0.000 1.656 1.26 2.05 Harassment against for- eigner by co-workers (in- cludingmanagers) 9.680 31 0.000 1.438 1.13 1.74 Other 4.000 8 0.004 1.333 .56 2.10 notes Column headings are as follows: (1)t-distribution, (2) freedom rates, (3) sig- nificance (double test), (4) mean difference, (5) lower 95% confidence interval of dif- ference, (6) upper95%confidence interval of difference. table8 Overview of HowMany Companies EmployForeigners Answer (1) (2) (3) No 175 51.6 61.6 Yes 109 32.2 100.0 Total 284 83.8 Interrupted 55 16.2 Grandtotal 339 100.0 notes Columnheadingsareasfollows:(1)frequency,(2)percentage,(3)cumulative percentage. thisarisesfromlanguagebarriers,unwillingnesstoadapttothenew environment,aswellasintermsofpolitical,psychologicalandsocio- culturalbarriers.Inourstudy,however,wealsofindthataforeigner’s unwillingness to adapt to the new environment is the most common causeofemployer’sdifficultiesinintegratingforeignerintothework environment. Due tothe above anddue totheresults h3isrejected. Hypothesis h4was:Toomuchadministrationisthemostcommon problem in the process of arranging documentation for the employ- mentof a foreigner. Whenchecking h4, we first checked how many surveyed and par- ticipating companies employ foreigners at all. As can be seen from table8,109companiesoutof284,whohavecompletelyfilledoutthe survey, are employing foreigners. This represents a 32.2% share of our sample. Then we checked how many were experiencing difficulties in hir- ing foreigners. To the question from the survey ’Do you have any number4·2020 283 KatjušaKostanjšek and Gregor Jagodiˇ c table9 Overview of HowMany Companies Are Facing Difficulties in theProcess of ArrangingDocumentation for theEmployment of aForeigner Answer (1) (2) (3) Yes 59 17.4 54.1 No 50 14.7 100.0 Total 109 32.2 notes Columnheadingsareasfollows:(1)frequency,(2)percentage,(3)cumulative percentage. table10 Frequency of Difficulties in theProcess of Arranging Documentation for the Employmentof aForeigner from the Perspective of the Employer Problem (1) (2) (3) (4) (5) (6) Too much administration 49.723 58 0.000 4.695 4.51 4.88 Too long legal deadlines 47.722 58 0.000 4.678 4.48 4.87 Unknowingthe process 12.400 58 0.000 2.356 1.98 2.74 Foreigner not participating 11.988 58 0.000 1.542 1.28 1.80 Other 5.286 14 0.000 2.467 1.47 3.47 notes Column headings are as follows: (1)t-distribution, (2) freedom rates, (3) sig- nificance (double test), (4) mean difference, (5) lower 95% confidence interval of dif- ference, (6) upper95%confidence interval of difference. problems with the process of arranging the documentation for em- ployment of a foreigner?,’ 59 (54.1%) answered that they are experi- encing difficulties. After this, we then checked for the employment of a foreigner which problems are most common among the companies that are experiencing difficulties in the process of arranging documentation. Again,onthisquestion,therespondentschosethevalueofthelisted problemsattheirdiscretionwith5-pointLikertscale,from1(never) to 5 (very common occurrence in practice). Employers emphasized ‘too much administration’ (4.69)and ‘too long legaldeadlines’ (4.68) asthemostcommonproblem.At-testwasusedtotestthe hypothe- sis,and the results arepresentedin table 10. The average score of 4.69 points to the fact that companies face serious difficulties in managing the documentation for employment offoreigners.Inpractice,thismaymean,inparticular,thatextensive and numerical documentation is required, which companies must obtain before employing a foreigner. In addition, according to the employers, the legal deadlines are too long, due to the fact that they are in a hurry to hire a suitable worker. According to the research findings, h4can be confirmed. We confirmed the h1hypothesis as respondents were unanimous 284 management·volume15 Employmentof Foreigners that more options and ways to help a foreigner than an employer offers, make it easier to integrate him/her into the work environ- ment and, consequently, be better accepted by existing employees. Employers are also increasingly aware of the need to respect and understand the employees. Personnel management has been trans- formed into human resources management, where each individual has his/her own value and his/her best possible integration into the work environment is very important and has a great impact on the quality of work of all. The awareness of the importance of good in- tegration of the foreigner and assistance to the foreigner coincides with these findings. Improvements in the integration of foreigners intotheworkenvironmentareseenprimarilyintheattitudeofman- agers and co-workers towards the foreigner. A foreigner who came from another cultural background will need more time to adjust. Therefore, it is important that he/she be assisted and accepted in as many ways as possible: socializing with him/her even outside work- ing hours, assistance in understanding the Slovenian language, as- sistance in legal matters to regulate his status, providing accommo- dation, mentoring, etc. Based on the results, we found that employers employ the largest number of foreigners from BiH, but for reasons other than those we assumed in the hypothesis set out, we therefore only partially con- firm the h2hypothesis. The result is interesting and unexpected, as certain occupational profiles in Slovenia are lacking and there are still some suitable workers for some jobs for which they do not ap- ply.Fromexperience,wecannotethatSlovenianworkersdonotde- cideforemploymentwithSlovenianemployersbecausetheyreceive a higher pay for the same job in Austria or Germany. From this we couldalsoconcludethattheemployers’answerswerenotcompletely honest,or.weshouldconductaspecificsurveyrelatedtotheoffered working conditions and the remuneration for the work performed. This data would then give us a more complete picture of the para- dox that emerges when there are suitable workers in the domestic market, while at the same time companies are forced to employ for- eignersin these jobs. Regardless of this, the relevant candidates, to whom the working conditions of Slovenian employers are acceptable, are large in BiH andSerbia,butatthesametimehaveextensiveexperienceandnec- essary knowledge. The suggestions for improvement are similar to those for h1. It is essential to change the attitude of the company towards certainprofessionsand toimprove both workingconditions and remuneration for the work done in those professions. Only in number4·2020 285 KatjušaKostanjšek and Gregor Jagodiˇ c thiswaywewillavoidthegrowingshortageofsuitablecandidatesin selectedprofessions. According to the results of the survey, we rejected the h3hypoth- esis because the survey showed that when hiring a foreigner, com- paniesmostoftenencounteraforeigner’sunwillingnesstoadapttoa new environment rather than discrimination by co-workers. We are sceptical of the result of this hypothesis, because in our experience discrimination against a foreigner is the one that causes the most problems for employers when hiring. Employers identified commu- nication problems as the most common problem when hiring a for- eigner.Bythelackofpersonnelismostprominentespeciallyintech- nical profiles, where the Slovenian language is not the most impor- tant prerequisite for the proper performance of the work, and the fact that the Slovenians are good at or understand or speak the lan- guages of our former common state of Yugoslavia (most foreigners are employed right from BiH and Serbia), communication problems do not seem to us to be the honest answer. Here, too, we relate to the comment that we wrote about the result of the research in the comment for hypothesis h2. Regardless of the result of the hypoth- esis, we think that it is still too often the case that a foreigner is not properly accepted by his co-workers due to his nationality in the work environment, which in turn leads to job dissatisfaction, con- flicts, demotivation ... It is very important what kind of the leader- ship companies give, and that the they clearly state what is strictly prohibited (discrimination, etc.). Discrimination should not be tol- erated, but whoever practices it must be held accountable. It may be worth pointing out here that in cases of employment of foreign- ers, we are aware of the fact that discrimination may no longer be present, because new employees from foreign countries come to a work environment where someone from their home environment may alreadybe employed. The latter represent their stronghold and guaranteegreateracceptanceintheworkenvironmentandlessdis- crimination. In the context of the communication problems, wesug- gest that employers offer foreigners a free Slovene language course and mentoring by a person who speakshis/her language. We confirmed the hypothesis h4, because employers were ex- posed to too much administration and too long legal deadlines as the most common problem in the process of arranging documenta- tion for a foreigner’s employment. We expected the confirmation of the hypothesis at the beginning of our research. One of authors of this paper works in the field of employment of foreigners and from herownexperiencesthereistoomuchadministrationintheprocess 286 management·volume15 Employmentof Foreigners of hiring a foreign person. We agree with the fact that documenta- tion must be transparent, but in the age of information technology, wecanuseitinabetterway.Since,inlinewiththetheoreticalpartof theresearch,thestateitselfisawareoftheneedtoshortenandsim- plify administrative procedures, it is first necessary to start amend- ing the legislation. The procedures have been simplified in recent years, but the employment of foreigners is increasing and the need for change is increasing. It can optimize the current method of data entry by computerizing work processes, which mean faster process execution and consequently lower costs. ConclusionandProposalsforManagement The focus of our research was to identify and explore the field of employment of foreignersin Slovenia, with an emphasis on the em- ployment of foreigners from BiH and Serbia. The fact is that we are currently in a period where the suitable candidates are hard to find. Especially when it comes to jobs that require a profession that is lacking in Slovenia. The decisions of schools in the last century, when they gradually stopped the education of certain professions duetothelackofdemonstratedinterestofstudents,todayshowcon- sequences. In the labour market, there is a severe shortage of car repairers, processors, construction workers, catering workers, truck drivers, and workers in storage and so on. Although employers are trying to attract domestic workers, working conditions are still con- sidereddifficultfortheseprofessionsandwagesforoursituationtoo low. As a result, more and more employers are choosing to hire a for- eigner. The payment offered by the Nordic countries for the above- mentioned professions, which is often the central criterion of an in- dividualforapplyingforajob,cannotbeovercomeinSlovenia.Much better living standards and significantly better pay can be offered to workersfromthecountriesoftheformerYugoslavia.Sincethereare many desired profile workers there, hiring a foreigner from BiH or Serbiaisacompletelylogicaldecision.Employmentofforeignwork- ers has been on the rise for a long time, so Slovenia has decided to ease the procedures for their employment. Although these are still not optimal, they are much faster and simpler. Regardless, employ- ersarestillveryoftenfacedwithvariousobstaclesanddifficultiesin their implementation. Experts believe that if employment of foreigners continues until atleast2020/2021,suchas forecastsfor economic growth,our coun- try will have to take even more steps to obtain the necessary labour number4·2020 287 KatjušaKostanjšek and Gregor Jagodiˇ c force for our labour market. First, by reducing or even eliminating certain administrative procedures, which would facilitate the acqui- sition of permitsfor foreignworkersandshortenprocedures( ˇ Cepar 2019). The labour force, especially in areasrequiring a profession that is classified as deficient in Slovenia, will continue to lack. According to Gornik Dušiˇ c (2018), we can be convinced of the growing need for personnel from foreign countries who are ready to work for the salaries our economy can offer, taking into account our aging popu- lation and the departure of Slovenians abroad. If we are to continue to be economically stronger, we need to be very aware of the gap between supply and demandin the labour market. In order to change the current situation, it will be necessary to make other decisions related to this topic, in addition to additional measures for obtaining the missing workforce. Among other things, it would be necessary to re-establish the education system for ‘ex- tinct’professionsandchangetheiroutlook.Mainlybecausetheywill start to interest young people and see the potential of employment in them, along with a good salary and good working conditions. It should be borne in mind that workers from foreign countries cover our shortage of specific occupations, which can have long-term ad- verseeffects(Mohamed,Ramendran,andYacob2012).Someknowl- edge will be lost due to the ego, and the dependence on certain jobs andtasksonforeignworkerswillincreasesignificantly,sincewewill no longer haveany domestic workers. Employers are encouraged to remain friendly to foreigners in terms of providing full support for their integration into the living and working environment. Support is crucial if we, as an employer, want toensureagood workingenvironment, without discrimination and unnecessary disputes, focused on productive work. We all cer- tainly agree that only the right working climate produces positive results. Full support is also the least that an employer can offer to a foreigner who comes from a completely different environment and has to adapt to a new culture and often does not even speak our language. Last but not least, a foreigner brings with him/her a new knowledge that will certainly further enrich the existing internal knowledge baseof anorganization. References ˇ Cepar,N.2019.‘Zaposlovanjevrazmahuvsajdoleta2020.’Delo,25Jan- uary. Ferk, A.,inE.Boštjanˇ ciˇ c. 2015. ‘Onboarding: novapotdo poveˇ canjaus- 288 management·volume15 Employmentof Foreigners peha in dolgoroˇ cnega sodelovanja z zaposlenim.’ Research paper, University of Ljubljana. 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