Think about the colleague everyone goes to when something breaks: the one who knows why the process works the way it does and which client needs a phone call rather than an email. Now imagine that person retiring next year with nobody trained to take over. A new national study commissioned by the Bulgarian trade union confederation KT Podkrepa suggests this is becoming a real problem in many Bulgarian workplaces.

Assoc. Prof. Valeri Apostolov presented the findings at a conference held at KT Podkrepa’s headquarters. The message for workers is straightforward. Skills shortages are no longer only about too few applicants. They are also about experience and practical know-how quietly leaving the workforce.

What the study looked at, and who was in the room

The research was carried out under Activity 2.3 of the project “Podkrepa for Partnership”. Confederation president Dimitar Manolov opened the forum. Representatives of the labour ministry (MTSP) attended, along with the employers’ organisations AIKB and BTPP.

Both unions and employers took part, which matters for you. When both sides discuss the same findings, the issue tends to come up later in workplace policies, training plans and talks about a collective agreement.

The core finding: a squeeze from both ends

The study describes a double problem. Employers find it hard to attract young workers and also hard to keep experienced ones. Together, these gaps create what the researchers call a risk of broken professional succession in certain occupations. In practice, a job can lose its experienced holder before anyone has learned to do it properly.

The findings also show where generations differ most. The main differences are in how people prefer to communicate, how they feel about new technology, how they like to work and how strong their digital skills are. Few of these are differences in ability. They are mostly differences in habits that teams can bridge if someone makes the effort.

What this means for you, depending on where you stand

The same finding means different things depending on where you are in your career:

• If you are an experienced worker: your know-how is harder to replace than any job title suggests. That gives you leverage, whether you want to mentor others, move to a more flexible arrangement or raise your pay in a salary negotiation.
• If you are early in your career: a job where you can learn from someone senior is worth more than it looks on paper. Learning directly from that person speeds up skills you would otherwise take years to build alone.
• If you are changing careers: occupations at risk of broken succession may be more open to people who are willing to train, because the alternative for the employer is an empty post.

Training: workers are more willing than many assume

One encouraging result is that a significant share of workers say they are ready to learn new skills and take part in training. That cuts against a common stereotype, especially about older staff and technology.

If you are interested in training, say so clearly and in writing if possible. Ask your manager what reskilling is planned for your team. At your next interview, ask how the company handles onboarding and knowledge transfer. A vague answer tells you something about how prepared that employer is.

Your voice before changes happen

The study also finds that workers and unions need to hear about changes earlier, be genuinely consulted and be more actively involved when changes are being prepared. Its main conclusion goes further: managing different age groups at work has to move from isolated company initiatives to systemic policy.

There are practical steps you can take now:

• Ask whether a restructuring, a new system or a retirement wave is being planned, and when your team will hear about it.
• If your workplace has union representation or a collective agreement, check what it says about training and consultation.
• Write down the critical knowledge in your role. Doing this protects your team and makes your value visible.
• When you compare offers, read employer reviews for signs of how a company treats mentoring, learning and long-serving staff.

A calm takeaway

The Podkrepa study is not a reason to panic. It shows where the pressure is building. In Bulgaria, experience is becoming scarcer and the willingness to learn is real. If you want to grow in your role, mentor others or change direction, pay attention to how prepared your employer is for succession. Ask about it before you sign or stay.