Development and Evaluation of Strategic Directions for Strengthening Forestry Workforce Sustainability

Abstract

The forestry sector is increasingly dealing with a significant lack of labor and faces the difficult task of securing a professional, stable and sustainable manpower. In this study, different strategic directions for strengthening forestry workforce sustainability are presented and evaluated. The considered strategic directions were developed with respect to forestry employees’ views on necessary measures for making the forestry occupation more appealing. Those measures were observed in three categories: (I) stronger recruiting, (II) stronger retention and (III) higher work commitment. The findings of the survey and other performed analyses resulted in the creation of four different strategic directions: (1) the direct financial strategy, implying increased direct monetary compensation as the main instrument and putting focus on labor productivity; (2) the indirect financial strategy, stressing worker wellbeing through indirect material benefits and aiming at performance quality; (3) the educational strategy, focusing on worker training and education and (4) the technical–technological strategy, aiming at the increased utilization of modern machinery and advanced technologies in forest operations. The results of the study include a comparison of the defined strategies by SWOT analysis and the construction of An analytic Hierarchy Process (AHP) model as the multi-criteria tool for strategy evaluation. Considering the possibility and conditions of its implementation in the national forestry sector, the technical–technological strategy has been evaluated as best option to pursue. The objective of the study is to contribute to enhancing the sustainability of forestry workforce by defining critical issues and pointing to specific cornerstones that can assist in formulating effective future policies and strategies in the forestry sector.

1. Introduction

The paradigm of sustainable development or, nowadays, the ubiquitous idea of sustainability, poses as the globally embraced concept for integrating social, economic and environmental policies. It, literally, represents a capability to maintain a certain entity, outcome or process over time, i.e., “development that can be continued either indefinitely or for the given time period” [1]. Lay defines it as “the ability of a living entity (either biological/biosphere/, or social/society/) or a process that these entities co-produce by their existence and actions, to (self)maintain, (self)reproduce, (self)renew themselves through the way of living and acting” [2]. In the economy, it implies the avoidance of significant disturbances and malfunctions, with efforts and actions against imbalance and interruptions [3]. In forest management, the concept of sustainability entails the “implementation of principles by which forests and forest land are managed for the current and future realization of adequate ecologic, economic and social functions at the local, national and global level, respecting the socioeconomic importance of forests and their contribution to rural development” [4]. One of the premises for achieving such goals of forest management is undoubtedly the availability of an adequately trained, stable and sustainable workforce.

Forestry operations, especially felling and wood extraction, are very intense, physically demanding and highly risky activities requiring skillful, efficient and resistant professional labor. Because of natural surroundings and a significant share of motor-manual operations, forestry workers are subject to outstanding physical, psychological and environmental impacts. Threatening work conditions, frequent work-related injuries and occupational diseases, the nature of work and workplace features, work shifts and acute physical effort represent continuous risks for protecting forestry workers’ health and working ability. In many countries, forestry work is aligned with the most hazardous vocations, with a great number of work injuries, fatal accidents and occupational diseases [5,6,7] related to cardiovascular, muscular, skeletal, nerve and hearing impairments [8,9,10,11]. According to Eurostat [12,13], 12,031 nonfatal and 80 fatal accidents related to forest work operations were reported in 2021 for Central Europe. Injuries are most common in operations like chainsaw felling and processing that are still inherent to forestry work in many regions [14,15,16]. Forestry work often encompasses seasonal or informal engagement, poor safety measures, low salaries, inadequate education systems, inadequate social entitlements, separation from family, residence in distant camps, etc. [17]. Working conditions also have a negative impact on mental health, causing nervousness, agitation, sleeping disorders, etc. [18].

It is estimated that 13.7 million workers (0.4% of the total world workforce) are formally/legally employed in forestry [19], annually felling around 3.9 billion m³ of wood [20]. However, the forestry sector is, nowadays, increasingly dealing with a significant lack of labor and faces a difficult task of providing a well-trained and stable workforce. In Europe, from 2008 to 2016, the forestry worker numbers dropped by 18% [21]. Numerous studies warn about their further decrease in many countries [22,23,24,25]. Additionally, present global affairs and structural alterations—including the depopulation of rural areas that represent the traditional origins of forest workers, population ageing and the adverse age composition of the current workforce and negative demographics like the decrease in fertility and birth rates, migrations, etc.—largely determine such a negative trend. At the same time, there is also a notable low interest in 3D jobs (dirty, dangerous and demeaning) or ‘black collar’ work posts in general [26,27]. These jobs include physically demanding, dangerous and dirty occupations, making them unattractive and not wanted among young people. Forestry work (logging, tractor operating, choke setting, etc.) is, therefore, often considered as undignified, humiliating and socially marginalized. This makes the forestry occupation additionally unattractive and undesirable [28]. Regarding the aforementioned problems, ensuring adequate labor for sustainable forest management is becoming more and more difficult. The above circumstances stress the difficulty of the manpower issue in forestry and the gravity of the worker shortage problem, i.e., the exceptional need for stronger recruitment in forestry and indispensable contributions to the workforce sustainability.

Regrettably, workforce sustainability is often generally undervalued compared to other targets of sustainability in management and organizations [29]. The concept of workforce sustainability has been derived from corporate sustainability and is considered to be new to most of the industries [30], with forestry being no exception. It is defined as a “property of a workforce that reflects the extent to which the workforce can perform its desired function over a selected period of time, be adaptable to workplace environment and market demands, and be resilient to internal and external work- and personal-related challenges” [31]. As such, the sustainability of the workforce involves “developing policies and practices that do not cause people to burn out in their jobs, that decrease stress related turnover, and decrease stress related disorders and diseases that carry large personal and organizational costs” [32]. A sustainable workforce is also described as “one whose employees have the positive energy, capabilities, vitality, and resources to meet current and future organizational performance demands while sustaining their economic and mental health on and off the job” [33]. Today, more and more authors are stressing the importance of workforce sustainability for the long-term success of any industry or organization and trying to find the ways for its development. It is considered that workforce sustainability can be “nurtured, improved, and sustained via employment practices, procedures, and policies that an organization (the employer) or the workforce itself (the employees) implement in the workplace to provide support, encouragement, education, and training to employees whether as a group or as individuals” [31]. Cultivating a sustainable workforce includes employment practices that support work–life balance and wellbeing in workplace experiences as critical pathways to long-term workforce effectiveness [33]. For a company to achieve workforce sustainability, it is necessary to create, at first, an internal environment that supports competent, motivated and coherent individuals, followed by a long-term strategy that will not only enable but also nurture workforce competencies [34]. With that in mind, different tools and strategies have been considered in various sectors and industries in order to improve workforce sustainability in construction [34,35], healthcare [36,37], hospitality [38], education [39], agriculture [40,41], transportation [42], etc.

Sustainability in forestry is most often viewed through the prism of sustainable forest management, i.e., ways of managing forests and forest land that maintain their biodiversity, productivity, capacity for regeneration, vitality and potential to fulfil appropriate ecological, economic and social functions now and in the future. Very rarely it is discussed in the context of availability and continuity of the necessary workforce. In line with that, there are many studies focusing on forest protection, stand damage, the use of environment friendly technologies, etc., but very few address the issue of labor sustainability. Even papers that focus on human capital in forestry primarily target the condition and state of manpower, and they scarcely deal with strategic measures and actions to maintain and improve the numbers and structure of forestry staff. In order to enhance the sustainability of the forestry workforce, the aims of this research are to elaborate key strategic approaches with potential to strengthen workforce sustainability, compare the main advantages and constraints of defined strategic orientations, design a multi-criteria model for the evaluation of strategies and determine the most opportune strategic approach according to a multi-criteria assessment. In this study, different strategic directions for strengthening forestry workforce sustainability are presented and evaluated. The considered strategic orientations were developed based on a survey of forestry employees’ views on necessary measures for stronger recruiting and worker retaining. The study was performed in the Federation of Bosnia and Herzegovina (FBH) and included the attitudes of targeted subjects (forestry workers and professionals in forest companies and/or public forestry institutions) who assessed the importance of certain influential elements, i.e., those that can increase the interest in forestry work. Considered items were divided into three classes related to (I) better recruiting, (II) better retaining and (III) better work commitment. Following the results, i.e., the obtained ranks of the given elements, and also findings from other analyses, four different strategic directions intended to strengthen the forestry workforce sustainability were established: (a) the direct financial strategy, (b) the indirect financial strategy, (c) the educational strategy and (d) the technical–technological strategy. The main points of each strategic direction (priorities, measures, activities, authorities, etc.) have been addressed in the study, and the defined strategies have been evaluated regarding the possibilities and needs for their implementation in the national forestry sector. The evaluation of the elaborated strategic directions was conducted by using SWOT analysis and a specially developed multi-criteria decision-making model using the Analytic Hierarchy Process (AHP). The results of the study are intended to help in defining critical issues and point to specific cornerstones that can assist in formulating effective future policies and strategies in the forestry sector. The goal is to raise the attractiveness of forestry work and enhance the desirability of the forestry worker occupation, and, thus, contribute to the improved sustainability of manpower in forestry.

2. Materials and Methods

The study has been carried out in Bosnia and Herzegovina (BH), i.e., the Federation of Bosnia and Herzegovina (FBH), one of three entities that constitute BH (along with Republic of Srpska and District Brčko). FBH, as the largest entity, covers 2.6 mil. ha (51% of the total area of BH) and is administratively divided into 10 cantons. In each canton, separate public forest companies have been established to govern state forests (the exception is one canton with a very small forest area). State forests cover 1,233,808 ha (82% of the total forest area), with annual cut amounting to 3.1 million m³. Wood harvesting is predominantly performed in a semi-mechanized way by using chainsaws in felling and processing and skidders or adapted farm tractors in wood extraction [43]. Along with state forest companies, 284 private forestry companies (small businesses and entrepreneurs,) operating in forestry and logging have been identified [44]. The FBH forestry sector employs a total of 5224 people [45].

The survey examining the opinions on elements that would make the forestry occupation more attractive included respondents from public and private forest companies and governmental forestry institutions (workers, professionals, administrative and scientific/educational staff). In total, 1145 questionnaires were distributed (adhering to 95% confidence level and ±5 significance, DeVaus, with return rates of 39.7% (268 responses from forestry workers), 38.1% (137 responses from forestry experts) and 27.3% (30 responses from forestry institutions’ officials). The questionnaire, apart from a general section, includes appraisal of the elements that could improve workforce sustainability. With the use of the Likert scale, the respondents evaluated a list of factors intended for a) better worker recruiting, b) better retaining and c) better work commitment in forestry. Distribution and collection of completed questionnaires was carried out by appointed contact persons—forest managers employed in public enterprises who served as intermediaries. The questionnaire was created at the University of Zagreb—Faculty of Forestry and Wood Technology, as a part of work on a doctoral thesis [46]. Questionnaire reliability was deemed satisfactory (Cronbach’s alpha coefficient 0.764), and the Ethical Committee approved the survey (protocol code EP/02-21, 22 September 2021).

During 2021, responses were gathered from forestry workers (i), professional and technical staff (ii) and forestry officials (iii) coming from 9 public forest companies, 26 privately owned forest companies and 17 forestry institutions. Data processing performed in MS Office Access and Excel allowed ascertaining of ranks for defined sustainability elements. Specific findings for separate groups of respondents and categories of sustainability elements are available in published results [47,48].

The determined ranks of factors influencing workforce sustainability, together with insights from additional research on good practice examples (case studies, domestic and foreign), analysis of publicly available sector documents (national forest management plans, strategic and operational forestry programs), human resource and employment policies and others [46], were used as inputs in deriving different strategic orientations aimed at strengthening forestry workforce sustainability. Established strategic directions represent four different ‘scenarios’ possible in dealing with the issue of forestry worker shortage, i.e., enhancing labor sustainability. The basic points of defined strategic approaches include their priorities and goals, measures, activities, stakeholders, authorities and responsibilities, costs, deadlines, etc.

For the comparison and evaluation of the developed strategic directions, SWOT analysis and the multi-criteria AHP method were used. These methods were selected because they facilitate a holistic approach and a more comprehensive understanding of the overall environment influencing such a complex issue as workforce sustainability and, thus, enable making informed strategic decisions based on rational arguments. SWOT analysis was used as it has been proven, by many applications, as an essential tool for strategic planning, decision-making, and organizational growth. It is instrumental in helping businesses identify and leverage their strengths while addressing weaknesses. This dual focus allows organizations to optimize their internal capabilities and align them with external opportunities and threats [49,50]. A significant advantage of SWOT analysis, compared to other planning tools (Balanced scorecard, OKR, PEST, Gap analysis, VRIO framework, Porter’s Five Forces, 7S model, etc.), lies in its versatility, adaptability, simplicity and straightforward nature, making it accessible and understandable to decision-makers at all levels [51].

As a complement to the SWOT analysis, an appropriate AHP model was additionally developed and applied. AHP (Analytic Hierarchy Process) is a widely accepted multi-criteria tool for evaluating different alternatives i.e., solutions to the problem. Recently, it has become a very popular decision-making method with many applications in various fields, including forestry. AHP was used as a suitable method in this study because of its multiple advantages concerning multi-criteria and group decision-making and its ability, contrary to other multi-criteria decision-making (MCDM) methods, to simultaneously and collectively take into account objective data, expert comprehension, subjective tendencies and qualitative criteria when evaluating and selecting different alternatives for solving a problem [52]. Additional advantages of AHP, in relation to other MCMD methods (DEA, MAUT, Outranking, SMAA, Electre, etc.), primarily include its low mathematical complexity and ease of sensitivity, moderate cost of implementation and data requirement, high flexibility (parameter mixing ability) and, especially, intuitive appeal (the way we are intuitively trying to solve complex problems by breaking them down into simple ones). All of this enables good acceptance and understanding of AHP by decision-makers [53] when addressing different strategic issues, such as improving workforce sustainability. Complex decision-making problems are solved by their decomposition into components (goal, criteria and alternatives) and by modelling a hierarchical structure that shows the relationship between these elements [54]. The method uses pairwise comparisons of hierarchical elements via Saaty’s 9-point scale [55] in order to calculate importance weight or preference for each criteria and, thus, prioritize or rank the alternatives. For the assessment and ranking of the defined strategic directions, a suitable AHP model was created, and the online software AHP-OS was used (https://bpmsg.com/ahp/) (accessed on 20 March 2024).

3. Results

3.1. Labor Sustainability Elements—Ratings

Sustainability elements assessed in the study were determined on the grounds of a comprehensive review of the professional and scientific literary sources on human resource management (HRM) and previous interviews with employees directly included in FBH forest management (company managers, executives, entrepreneurs and forestry workers).

Workforce sustainability factors comprise those agents that can enhance the stability and quality of labor, i.e., contribute to a balanced fluctuation of forest workers (ones entering and leaving the sector). These elements include various measures and instruments that are not easily classified. For the purpose of this paper, they were divided among those enhancing recruitment, those enhancing retention and those enhancing work commitment. Certainly, some factors could easily be aligned with several categories (e.g., proper wages are important both for recruiting and for retaining workers), but we attempted to avoid citing the same items in different groups.

The influence of the given sustainability factors was rated on a five-point Likert scale (1—no impact; 2—unsignificant impact; 3—some impact; 4—significant impact; 5—very strong impact) and the ranks were established according to the proportion of ratings ‘4’ and ‘5’ taken together for each evaluated element.

Table 1. Best-ranked workforce sustainability factors.

Rank	Workforce Sustainability Categories/Factors
	Stronger Recruiting			Stronger Retention			Higher Work Commitment
	Factor	%	C 1	Factor	%	C 1	Factor	%
1.	Job security and regular income	91.8	F	Rewards and gratifying salary	93.7	F	Transparent and consistent salary criteria	81.7
2.	Higher basic salaries and assured raise with duration of service	90.0	F	Salary according to work results	92.6	F	Clear job and work instructions	81.0
3.	Social entitlements (insurance, vacation, rewards, etc.)	88.0	F	Permanent employment contracts	91.4	F	Quality cooperation and relations within company	78.6
4.	Benefited seniority (early retirement)	86.5	F	Adequate socio-economic rights, benefits and safety at work	88.1	F	Highly organized work operations within company	78.2
5.	Competitive starting salaries	86.1	F	Professional development, promotion and pay increase	82.7	F	Keeping track of workers’ performance and progress	78.1
6.	Health care and work safety	82.2	N	Management understanding worker motivation	76.1	N	Respect received by superiors and colleagues	78.0
7.	Government incentives for new employments	76.7	N	Established work procedures and teams on worksite	74.6	N	Management interested/invested in employee welfare	74.9
8.	Company/employer’s good reputation	70.9	N	Emphasized employer focus on worker health	74.6	N	Accentuating worker merits and encouraging excellence	74.5
9.	Means of transportation to work, accommodation, meals	69.8	N	Satisfying management, managers and employees	74.3	N	Appreciating and encouraging worker deliberations	71.9
10.	Mentoring young workers	63.8	N	Collegial relations, open dialogue and good communication	72.7	N	Willingness to work for the company/common good	71.6

¹ Type of compensation (F—financial; N—non-financial).

shows the 10 best-ranked sustainability factors in each category. The responses from different respondent groups allowed for determining ranks with shares ranging from 6.6% to 7.1% for forestry officials, 31.8% to 32.2% for professional and technical staff and 60.7% to 61.4% for forestry workers, depending on the certain category. This means that forest workers’ opinions predominantly influenced the obtained hierarchy, i.e., ranks of the observed sustainability factors. Each considered factor also has an indication of the type of employee compensation (financial—F; non-financial—N) (Table 1). Financial remuneration implies direct and indirect monetary gains (salary, rewards, scholarships, insurances, benefits, etc.), while the non-financial type of compensation does not include such pecuniary incentives for workers. It can, however, represent a given expense for the employers—e.g., providing adequate work conditions, safety at work, participation in management, organization forms, flexible hours, education, etc. Permanent employment, for instance, can be regarded as a non-financial model of compensation related to the duration of the worker engagement and job security, but at the same time, it implies continuous money transfers to workers, and, as such, should be treated as monetary compensation. The same plays a crucial role in elaborating different strategic approaches. Factors regarding higher work commitment do not include indicators of compensation type (Table 1), since they mainly focus on the company management and procedures and not the worker rewards.

Factors for stronger recruiting include elements that can make the occupation more appealing and, thus, attract new employees, i.e., boost the interest in forestry worker jobs and employment in the sector. The results show that respondents evaluated the following factors as the most important: (1) job security and regular income, (2) higher basic salaries and assured raise with duration of service, (3) social entitlements (insurance, vacation and rewards), (4) benefited service (early retirement) and (5) competitive starting salaries. It can be noted that all five top-ranked elements pertain to financial forms of compensation.

Stronger retention is centered on upgrading work relationships between employers and employees (forest workers). The factors are aimed at satisfying workers’ needs and demands in order to increase employment happiness. The best ranked factors are (1) rewards and gratifying salary, (2) salary according to work results, (3) permanent employment contracts, (4) adequate socio-economic rights, benefits and safety at work and (5) professional development, promotion and pay increase. Similar to recruiting, the best-rated factors are related to financial forms of compensation

Factors for higher work commitment are focused on better use of human resources in the company. They include, simultaneously, both pecuniary and non-pecuniary incentives aiming at the constant advancement of employee–employer relations. The most prominent elements are (1) transparent and consistent salary criteria, (2) clear job and work instructions, (3) quality cooperation and relations within company, (4) highly organized work operations within company and (5) keeping track of workers’ performance and progress.

3.2. Strategic Directions for Enhancing Labor Sustainability

When designing potential strategic orientations, in addition to the study of sustainability elements, these documents have also been considered: Development Strategy of FBH [56], Strategy for the Development of Wood Industry in FBH [57], Forestry Program of the FBH [58], Law on Development Planning and Development Management in the FBH [59] and Manual for the Preparation of Strategic Documents in FBH [60]. This served as a basis for the development of specific strategic directions. Also, due to scientific nature of the paper, the formal procedure of creating strategic documents was not followed. So, the structure of defined directions differs from the usual structure and content of the official documents. In this way, the defined directions represent possible orientations or approaches within one overall strategic goal and can only conditionally be called “strategies”.

The key steps in developing the strategic directions included the elaboration and definition of the following points:

• Setting the primary strategic focus/question as the starting point:
  “How to ensure a sufficient, professional and high-quality workforce in FBH forestry?”
• Deriving strategic goals out of determined strategic focus:
  “Establishment of a sustainable forestry workforce”
• Defining strategic priorities, as crucial areas and lines of action:
  “Increase interest in the occupation of forestry worker”
  “Retain existing forestry workers in forest companies”
  “Increase personal motivation and work commitment to forestry jobs”
  “Reduce the need for forestry workers”
• Determining strategic measures and activities as a set of interconnected elements within a given area of premeditated strategic intervention—under every measure, activities are defined as particular steps for achieving a specific measure or priority; interested parties, authorities, the financial framework and implementation times are additionally defined (Appendix A).

Adhering to the above procedure, four separate strategic directions have been created: (1) the direct financial strategy, (2) the indirect financial strategy, (3) the educational strategy and (4) the technical–technological strategy. The following chapters briefly describe each strategic direction, while complete directions and their full content can be found in Appendix A.

(1)

Direct Financial Strategy

This strategic direction puts emphasis on direct remuneration for work performed and it is focused on labor productivity. Primarily, it implies straightforward financial compensation and employee attraction and motivation by increasing worker wages. Worker income is not limited, but it can be considerably increased, through wage amounts determined according to performance, i.e., realized work results without limitations. A definition of minimum performance standards must indicate the starting point for the calculation of the worker results and compensations. The key strategic measures involve growth of the beginner (initial) and basic wages as well as the raise in wages with duration of employment. Creating common performance standards and a uniform payroll system is necessary for implementation of this strategy, related to the intricate management of the FBH forests (complex administration, numerous entities, diverse companies, authorities, etc.). This approach should also strive to develop practices that will additionally motivate and attract workers through clear and precise reward criteria, giving merits, promotion and progress, all with the goal of providing the workers with the opportunity to acquire higher income.

(2)

Indirect Financial Strategy

The indirect financial strategy focuses on worker wellbeing gained through greater indirect material benefits and aims at a higher quality of conducted work. It contributes to increasing the material status of workers, but not through compensation in the form of salary or money. Unlike the previous strategy, this direction highlights intensified care for workers, greater job satisfaction and quality of executed work operations. It implies the implementation of measures regarding regular and higher payment rates for worker health, pension and life insurance (mandatory and additional), adequate work time, provision of benefited seniority, better accommodation, transport, meals, work equipment, stronger inclusion of workers in company management, decision-making, etc. The aim is to provide adequate, stable and rational workplace environment and conditions, proper worker care and improved social rights, as well as their full appreciation and compliance. Since indirect material gains are not pivotal to work results, this approach anticipates daily wages, i.e., employee payment related to work time or realized hours. Adequate work performance is, however, a prerequisite for the right to earn a daily wage. Determining the minimum work performance, further, requires elaborate time-study research and agreements from all parties.

(3)

Educational Strategy

The educational strategy aims at improving the workers’ skill sets. The focus is on the constant education and training of workers, managers and employers. Also important are the contributions to better awareness of the various aspects and issues of forest work, with efforts to popularize forestry occupations. This strategy aims at the promotion of the forestry profession and its encompassed jobs by education, i.e., supporting the continuous upgrade of abilities, skills and knowledge and, especially, highlighting the efforts to enhance worker safety and health. Some of the strategic measures include the introduction of mentoring for young workers by experienced mentor-workers, continuous manager education in order to acquire necessary managerial skills (specifically related to human resources management), ensuring constant and equal chances for professional development to all employees, etc. Setting up a specialized training center for forestry workers is the key infrastructural condition of this strategic orientation.

(4)

Technical–technological Strategy

This approach aims at increasing the rate of fully mechanized operations in forestry (the use of advanced machinery in wood harvesting), thus reducing the needs and demand for a numerous forestry workforce. The basic idea lies in the introduction of modern, highly efficient technologies that, to a greater extent, replace manual and motor-manual labor and, consequently, reduce the need for manual workers. It requires elaborate study and a plan for the implementation of mechanical wood harvesting in relation to current conditions and methods applied in FBH forest management, subsidies for purchasing modern machinery, appropriate educational programs and employee training, adequate work norms and worker payment criteria, etc. The approach focuses on promoting new (attractive) work positions of advanced machinery operators and the provision of credit lines and subsidies for buying the new equipment, and it also encourages the use of modern IT solutions in forestry operations. This implies greater inclusion in specific training programs (courses) and stronger involvement of machine operators in decision-making and planning related to forest exploitation.

3.3. SWOT Analysis

SWOT analysis of the defined strategic directions included an assessment of their internal and external environments in trying to determine trends and capabilities for each specific strategy. In order to improve the objectivity of the analysis, the number of elements was reduced to the smallest extent, maintaining the clarity and unambiguity of the analysis. The analysis covered the following questions:

• STRENGTHS:

  -

  What are the advantages of this strategic direction over others?

  -

  What are the most significant capacities and resources available?

  -

  What do others see as strong pillars of the strategy?

• WEAKNESSES:

  -

  What are the weaknesses of this strategic direction compared to others?

  -

  What resources and capacities are lacking?

  -

  What do others see as weak points of the strategy?

• OPPORTUNITIES:

  -

  What opportunities in the environment are favorable for strategic direction?

  -

  What trends and changes in the environment support the implementation of this strategy?

• THREATS:

  -

  What could hinder the implementation of this strategic direction?

  -

  What trends and changes in the environment do not support the implementation of this strategy?

Table 2. SWOT analysis—direct financial strategy.

Strengths (S)	Weaknesses (W)
Easy implementation and adaptation Increased work productivity Direct and simple worker motivation Experienced existing workforce Quick negotiating between employer and employee	Requires significant financial resources Deficient emphasis on the quality of performed work Increased risk of injuries and occupational diseases due to chasing higher salaries Greater possibility of abusing worker rights Unfavorable for employers, because of increased direct payments and indirect costs High employee turnover
Opportunities (O)	Threats (T)
Increase in the price of forestry services and products due to high demands for timber Possibility to attract workers who strive for higher earnings	Adverse impact of demographic trends in FBH Lack of interest in forestry occupation due to difficulty and danger of the job

,

Table 3. SWOT analysis—indirect financial strategy.

Strengths (S)	Weaknesses (W)
Preserving and promoting workers’ dignity through increasing their social rights The least financially demanding strategy Optimal balance between private and professional life Easier implementation and adaptation compared to the previous strategy Relatively short implementation time	Weaker worker motivation due to the amount of direct income Low work productivity Excessive focus on worker rights (employees constantly asking for additional rights)
Opportunities (O)	Threats (T)
Current regulations enable relatively easy implementation of the strategy Low resistance to the changes it brings Existing influence and authority of union organizations	Adverse impact of demographic trends in FBH Low interest in the job due to relatively low salary (direct income) Greater competition from other industries

,

Table 4. SWOT analysis—educational strategy.

Strengths (S)	Weaknesses (W)
Emphasis on worker safety and health Increasing the quality of performed work by increasing the workers’ skills and abilities Possibility of advancement within the company (feller advances to a foreman, etc.) Constant concern for employee motivation Opening new jobs (teachers, mentors, etc.) Increasing the reputation of forestry profession	Insufficient financial compensation for workers Requires the involvement of many stakeholders and a lot of knowledge Implies continuous education (intellectual burden for workers and employers) Relatively long adaptation time Low awareness and passive attitude towards education
Opportunities (O)	Threats (T)
Mobilizing human capital (more significant use of human resources) Possibility of using EU funds Changing perception about the forestry worker profession	Adverse impact of demographic trends in FBH Lack of interest in the job due to insufficient financial motivation Relatively high resistance to change

and

Table 5. SWOT analysis—technical–technological strategy.

Strengths (S)	Weaknesses (W)
Reduced need for forestry workers Increased safety and health of workers Increasing workers’ interest in operating modern machinery Improved worker image/reputation due to high specialization and use of advanced technologies	Requires a lot of knowledge, skills and financial investment Limited use of machines due to working conditions Increased demand for highly skilled machine operators
Opportunities (O)	Threats (T)
Learning about mechanical logging from neighboring countries (especially on mistakes) Significant challenge for forestry science and profession	Great resistance to change High competition in demand for machine operators Weak government interest and possible ‘a priori’ rejection of introducing mechanical logging

show the results of SWOT analysis for each of the four defined strategic directions.

Each of the analyzed strategic directions has its own advantages and disadvantages depending on the focus of the specific strategy. The main strengths mainly consist in increasing the benefits that workers receive, whether they are the possibility of achieving higher direct incomes, greater social rights, improving workers’ knowledge and skills or improving workers’ safety and health. A significant strength can also be fast and easy implementation, as in the case of the direct and indirect financial strategies. The significant financial resources required for implementation and the long implementation period represent significant weaknesses in the technical–technological strategy, i.e., the educational strategy. With the exception of the direct financial strategy, insufficient financial motivation of workers is one of the main weaknesses of all other strategies. The main opportunities in the environment are considered to be low resistance to necessary changes, i.e., the current situation in the wood market and the appeal of high earnings (in/direct financial strategy) and the expected improvement of the image and reputation of forest workers and their occupation (educational and technical–technological strategy). The key threat in almost all strategies is the adverse impact of existing demographic trends, as well as the low interest in performing difficult, dangerous and low-paid jobs.

3.4. Multi-Criteria Evaluation of Strategic Directions—AHP Analysis

Trying to determine which of the strategic directions is the most opportune is very difficult due to the multitude and wide range of possible evaluating criteria. Application of the Analytical Hierarchy Process (AHP) as an established multi-criteria decision-making tool can be very useful in such problems. Designing the appropriate AHP model includes the evaluation of alternative solutions to the problem in relation to a set of defined criteria. Criteria and sub-criteria represent attributes that depict alternatives, and their intent is to in/directly give information on the extent to which a particular alternative fulfills a certain goal. As a result, the ranks of the observed alternatives are determined, and the optimal approach is revealed.

Designing the adequate AHP model included the following actions:

⇒

Determination of alternative solutions to the problem—elaboration of four strategic directions for strengthening forestry workforce sustainability;

⇒

Defining criteria and sub-criteria for the evaluation of the set alternatives;

⇒

Constructing a survey questionnaire suitable for evaluating alternatives by using the AHP method;

⇒

Conducting the assessment;

⇒

Processing and analysis of completed questionnaire—implementation of online software tool AHP-OS (https://bpmsg.com/ahp/) (accessed on 20 March 2024);

⇒

Establishing the ranks of compared alternatives and determining the optimal strategic direction.

As alternatives evaluated in the analysis, the previously defined strategic directions were used:

• Alternative 1—direct financial strategy
• Alternative 2—indirect financial strategy
• Alternative 3—educational strategy
• Alternative 4—technical–technological strategy

The process of strategy evaluation typically includes assessing the effectiveness and robustness of a strategy according to four essential criteria: consistency, consonance, advantage and feasibility [61]. However, since the defined strategic proposals represent only outlines of possible strategic actions, far from being official strategic documents, and considering the features and requirements of the AHP methodology, customized criteria have been set for evaluating the soundness of the defined strategic orientations. Related to the possibility of their acceptance and implementation and the expected results, i.e., contribution to improving the workforce sustainability, five main sets of criteria and 18 related sub-criteria were defined (

Table 6. Criteria and sub-criteria set for evaluating the most suitable strategic direction.

Criteria	Sub-Criteria
1. Economic	1.1. Cost of implementing the strategy 1.2. Strategy effectiveness 1.3. Forest work productivity 1.4. Possibility of using EU funds
2. Social	2.1. Workers’ rights 2.2. Image of the forestry sector 2.3. Employment and development of rural areas 2.4. Resilience to demographic change
3. Educational–health	3.1. Occupational health and safety 3.2. Obtained level of worker qualification 3.3. Utilization of human capital and potential 3.4. Complexity of implementation with regard to human resource management
4. Technology–biological	4.1. Technological progress (change of technologies) 4.2. Compliance with environmental principles
5. Political–legal	5.1. Compatibility with the existing regulations 5.2. Duration of the adjustment process 5.3. Resistance to change 5.4. Support from non-governmental organizations

). Economic criteria and cost analysis are, nowadays, practically unavoidable in the evaluation of any kind of business endeavor, and they often become the only or main measure of successful performance [62,63]. The defined economic criteria in the study, in fact, represent the cost–benefit ratio, and they are represented through implementation costs, strategy effectiveness, work productivity and EU funding. Social criteria were selected for multiple reasons. Human resources, wellbeing and work–life balance are at the core of the sustainable workforce [33], while worker resilience and adaptability basically determine the condition of labor sustainability [64]. At the same time, the forest industry and its workforce are directly connected to rural development [65,66]. Educational and health criteria are considered necessary regarding the key features of the forest job as being a difficult, dangerous, risky occupation with lots of injuries, fatal accidents and professional diseases [5,6,7], and the role of training and education, work qualifications and the quality of human resource management in gaining a sustainable workforce [67,68]. Technology–biological criteria are set up because the proposed approaches range from low-tech to high-tech strategic orientations where every technology level has its specific implications for the workforce. Ultimately, any production, including forestry, is not possible without certain technology, whereas technological advances also require sustainable workforce development [69,70]. Additionally, when natural resources are in question, like in the case of forest management, biological or environmental criteria are common in the evaluation of strategic plans and actions [71,72]. Political–legal criteria have been established due to rather complex organization and governance of FBH, with multiple administrations, each with its own regulations and authorities [73]. So, it is considered that the compatibility of proposals with existing regulations, the adjustment period, and expected support or resistance may strongly affect the acceptance of certain strategic directions. Table 6 shows the established criteria with associated sub-criteria.

For easier evaluation and completion of the AHP questionnaire, a more detailed description of the mentioned sub-criteria is provided:

1.1. Cost of implementing the strategy—level of finance required to implement a particular strategy. A strategy that is less economically demanding is rated better.

1.2. Strategy effectiveness—the ratio between implementing costs and the overall strategy results (ecological, economic and social functions). A strategy giving better results with lower costs is preferred.

1.3. Forest work productivity—the extent to which a particular strategy increases the efficiency of forestry production. The strategy enabling higher productivity is preferred and receives a higher score.

1.4. Possibility of using EU funds—The strategy that has the potential to attract more EU funds is rated better.

2.1. Workers’ rights—The strategy that contributes more to respecting and promoting workers’ rights is better valued.

2.2. Image of the forestry sector—The strategy that has a greater positive impact on the sector image is rated better.

2.3. Employment and development of rural areas—The strategy that contributes more to new employment in rural areas (and in general) is given priority and a higher score.

2.4. Resilience to demographic change—The strategy that is less dependent on negative demographic trends is rated better.

3.1. Occupational health and safety—The strategy with a more significant impact on reducing negative indicators of worker safety and health is rated better.

3.2. Obtained level of worker qualification—The strategy that enables a higher level of professional training is preferred and receives a higher score.

3.3. Utilization of human capital and potential—The strategy enabling better mobilization and use of human capital/potential (intellectual capacity and abilities, i.e., decision-making, work organization, leadership skills, organizational abilities) is better evaluated.

3.4. Complexity of implementation with regard to human resource management—the demand for increased level of education, training and professional qualifications. A strategy that sets fewer demands is better rated.

4.1. Technological progress (change of technologies)—the extent to which a particular strategy contributes to the technological progress (application of advanced and innovative technologies and solutions). A strategy that ensures greater progress is rated better.

4.2. Compliance with environmental principles—The strategy that contributes more to respecting ecological principles in forest management is given greater priority.

5.1. Compatibility with the existing regulations—The complexity of implementing the strategy given the existing political and legal system. A strategy that is easier to implement is rated better.

5.2. Duration of the adjustment process—the time required for the implementation of the strategy (amending legal acts, procurement of funds, training, etc.). A strategy with a shorter implementation time is rated better.

5.3. Resistance to change—The strategy that is expected to generate greater resistance to change is rated lower.

5.4. Support from non-governmental organizations—The strategy that is assumed to have better support from the public (trade unions, NGOs, etc.) is prioritized and evaluated better.

For the assessment of the defined criteria and sub-criteria, a suitable questionnaire was created. In the first section of the questionnaire, the relative importance, i.e., the priorities of the set criteria, are assessed in pairs. In the second part, the relative importance of individual sub-criteria within each criterion is compared and assessed. The third part of the questionnaire includes a pairwise comparison of the defined strategic directions with respect to each of the set sub-criteria. Figure 1 shows part of the completed questionnaire.

Saaty’s scale used in pairwise comparisons includes nine levels of intensity [55], as shown in

Table 7. Saaty’s scale of relative importance (Source [55]).

Intensity of Relative Importance	Definition	Explanation
1	Equal importance	Two activities contribute equally to the objective
3	Moderate importance	Experience and judgement slightly favor one activity over another
5	Essential or strong	Experience and judgement strongly favor one activity over another
7	Very strong importance	An activity is strongly favored and its dominance is demonstrated in practice
9	Absolute importance	The evidence favoring one activity over another is of the highest possible order of affirmation
2, 4, 6, 8	Intermediate values	When compromise is needed

. In this way, the importance or relative preference of one criterion/sub-criterion, i.e., an alternative (strategic orientation), is assessed in relation to the one with which it is being compared.

For the purposes of this study, the evaluation of strategic directions was performed by a single forestry expert, primarily for the purpose of demonstrating the possibilities of applying the created multi-criteria model (AHP) in solving the specific issue of workforce sustainability, as well as other challenges and problems in forestry. Surely, a more credible result and more reliable ranking of the defined strategic directions would require a broader survey with a well-structured group of respondents. The application of the created AHP model is illustrated below and the evaluation results are presented with a determined aggregate score (Figure 2). The results are processed in a special online tool for the analytical hierarchy process—AHP-OS, available on https://bpmsg.com/ahp/ (accessed on 20 March 2024) [74]. Figure 2 shows the hierarchical structure of the decision problem with the evaluation results and sensitivity analysis for choosing the optimal strategic direction. In the model, “Workforce Sustainability” is defined as the basic goal, i.e., “Level 0”, with the evaluation criteria as subordinate “Level 1” and defined sub-criteria as subordinate “Level 2”. Gained relative ratios or weights of criteria and sub-criteria as well as individual alternatives are shown in square boxes for each element. Consolidated global priorities (Glb Prio.) show the relative importance of individual sub-criteria in relation to all of the other set sub-criteria. According to the performed analysis, the highest-ranked criteria were economic (29.6%) and technology–biological (23.8%), followed by political–legal (19.1%), educational–health (15.3%) and, finally, the social criteria (12.3%). Looking at the overall impact of the sub-criteria, the most significant are technological progress (11.9%), compliance with environmental principles (11.9%), strategy effectiveness (11.5%), forest work productivity (11.5%) and compatibility with the existing regulations (7.9%). The sub-criteria with the lowest impact are image of the sector (0.9%), complexity of implementation with regard to human resource management (1.2%), possibility of using EU funds (1.3%) and resistance to change (2.0%).

Figure 3 shows the overall evaluation score and determined ranks of the observed strategic directions for strengthening forestry workforce sustainability in FBH.

The best-rated alternative or strategic direction is the technical–technological strategy (32.1%), followed by the educational strategy (30.2%), while the indirect financial strategy (23.0%) and direct financial strategy (14.7%) are rated somewhat lower.

4. Discussion and Conclusions

The Development Strategy of FBH for 2021–2027 [56] envisages conditions and actions for providing sufficient labor force on the market, by assuring the requirements for retaining and strengthening the capacities of current manpower through different retraining programs, dual education, networking and promoting industries with a lack of workers, as well as by improving the legal regulations for self-employment, acquiring necessary skills and starting entrepreneurial projects, volunteering, etc. It also foresees the development and implementation of efficient employment policies that would ensure means for rapid training with employers who express an interest in a certain workforce profile.

The Forestry Program of the FBH [58], which stands as the national forestry development strategy, stresses the shortcomings in the present way of the planning and education of the forestry profession, and it calls for different methodological approaches when creating labor and educational policies in FBH. The introduction of modern technologies and standardized means of work are also set as one of the strategic goals, with a particular focus on defining a technological classification of forests and determining legal preconditions for establishing a functional and efficient service for occupational health and safety in all economic entities operating in forest harvesting.

Recent studies have shown that ensuring a qualified, stable and sustainable workforce is rapidly becoming a critical issue in forestry. Such a situation is caused by a series of unfavorable factors—the difficult and dangerous job, the depopulation of rural areas, weak interest amid young population, the adverse age structure of current labor, the migration of work-aged citizenry, unfavorable demographic trends, the poor image of the forest sector, the deficient training system, low wages, etc. [47,48]. Often, like in the case of FBH, there are no official strategies or systematic approaches to address the issue of worker shortage and improve the forestry workforce sustainability [46].

Given the above, four potential strategic directions with the aim to improve the sustainability of the forestry workforce in FBH were designed. The findings on leading factors for better recruiting, retaining and more committed forestry workers, together with the analysis of relevant strategic documents and study of good practices, were the basis for their formulation. The created approaches are only conditionally called “strategies” and they should be interpreted as possible ways of action in reaching the same strategic goal. Due to scientific nature of the paper and used methods, they cannot be mistaken for official documents but, hopefully, can assist in formulating legitimate and effective future policies and strategies in forestry.

The elaborated strategic directions include (1) the direct financial strategy, implying increased direct monetary compensation as the main instrument and putting focus on labor productivity; (2) the indirect financial strategy, stressing worker wellbeing through indirect material benefits and aiming at the quality of performance; (3) the educational strategy, focusing on the worker training and education and (4) the technical–technological strategy, aiming at increased utilization of modern machinery and advanced technologies in forest operations. Strategic orientations dealing with elements that also affect lack of workers but are not exclusive to forestry and are of a more universal nature and global presence (economic migration, demographic change, population ageing, rural abandonment, etc.) were not elaborated as potential strategic directions because of their complexity (intersectoral matter) and the extent of the subject (global processes, political movements, etc.). This is why, for instance, the import of foreign labor was not viewed as a specific strategic approach.

Four designed strategic directions were subjected to SWOT analysis. The main disadvantage of SWOT analysis is the inevitable subjectivity of the evaluator. So, when using this method, teamwork is strongly recommended, which enables the evaluation of the elements by consensus. However, the SWOT analysis conducted in the study provided a more in-depth view of the observed strategic approaches and is significant as a part of comprehensive methodological approach to the issue.

The direct financial strategy is relatively easy to implement; it strongly affects labor productivity since the achieved work results directly determine the amount of income, motivating the workers to earn more. One of the advantages is also that it is a relatively fast way of negotiating contracts between employers and workers. However, the strategy has numerous weaknesses. In addition to requiring significant financial resources for implementation, it also brings high worker turnover, an increased risk of occupational diseases and injuries, a possible lower quality of work in chase of income, a high possibility of abusing workers’ rights, etc.

The indirect financial strategy focuses on indirect worker benefits and increases their social rights. The main strengths are the preservation and improvement of workers’ dignity by promoting rights such as job security, income stability, annual leave, early retirement, etc. Compared to other strategic directions, this strategy is simpler to apply and integrate into the existing legal system, thus greatly shortening the implementation period itself. Weaknesses include insufficient worker motivation due to lower monetary income, poor work productivity and an excessive focus on workers’ rights.

The educational strategy places emphasis on the education, advancement and development of forest workers as well as their employers and managers. The main strengths are in improving occupational safety and health, as well as increasing the quality of performed work by improving the skills and abilities of forestry employees. Since the strategy implies the establishment of a unique training center, the benefits can also be reflected in indirect gains such as the opening of new jobs and the employment of teachers, lecturers, etc., but also in improving the image and reputation of the forestry profession. The most significant weaknesses are insufficient financial compensation, a relatively long adjustment period and a certain passivity of employers and workers towards education. Implementation also requires significant involvement and contributions from many stakeholders (establishment of training center, development of education programs, intellectual effort of employees, etc.).

The implementation of the technical–technological strategy reduces the demand for forestry workers, increases safety and health, raises interest in operating modern machinery and improves the reputation of workers in society due to the use of advanced technologies. Significant weaknesses include the challenging nature of the approach, requiring plenty of knowledge and skills; substantial financial investments; the limited application of mechanical logging, given the working conditions and state of forests; and the increased need for highly qualified machine operators.

Which of the defined strategic directions is optimal to pursue is a separate question in itself. Decision-making in forestry, as the process of choosing one of the alternatives that solves a specific problem, is, in general, particularly intricate because of the multitude and wide range of criteria included in the decision-making processes. Such criteria and influences include numerous economic, social, ecological and other issues. Workforce sustainability, due to the importance and sensitivity of the human resources that are at its core, further complicates the problem and increases the number of factors and elements (political, legal, educational, etc.) that should be included and taken into account when considering possible options. Multi-criteria decision-making (MCDM) methods were developed precisely to enable analyses in such multi-criteria situations and usually are applied in problems that require the holistic consideration and evaluation of different alternatives in decisions, where a comprehensive analysis is especially demanding because of the numerous and often conflicting criteria or interests that affect the decision-making process [52]. Thus, numerous MCDM methods have been developed, each with its own techniques and specifics. One of the most popular methods is certainly the Analytical Hierarchy Process (AHP), which has been also applied in this research. In comparison to other MCDM methods, AHP has some important advantages. These include objective data, expert comprehension and subjective tendencies, which can be considered collectively and simultaneously when using the AHP method. Also, qualitative criteria can be taken into account, while other techniques usually require quantitative criteria for the evaluation and selection of the alternatives [52]. The AHP model created in this study allows comprehensive assessment of the possible strategic directions for strengthening forestry workforce sustainability. The emphasis here is on the necessity that a decision proposal and choosing the optimal strategic direction are based on rational arguments. In this way, by using the created AHP model in the study, the technical–technological strategy was determined as the best option for resolving the worker shortage problem and enhancing labor sustainability in FBH forestry. Of course, the operational application of the created model in practice would require a consensus from various stakeholders well-versed in the problem of worker shortage, workforce sustainability and the characteristics of the AHP approach itself. However, it is considered that the AHP, as well as other MCDM methods, can provide strong support in making decisions and solving this as well as many other problems and challenges in modern forestry.

It is obvious that the lack of workers and labor sustainability in FBH forestry are particularly impacted many external and internal factors (difficult and dangerous occupation, negative demographic indicators, sluggish economy, migrations, public perception, etc.). This places the forestry sector in an especially demanding situation, where it is of crucial importance that the sector does not stay indifferent to the issue and shifts the responsibility to other stakeholders and instances. On the contrary, forestry must develop its own policies and plans in line with global processes that consequently affect labor, especially regarding demographic trends and other developments such as the introduction of new skills and technologies, the implementation of adaptable organization structures, reorganizing work processes, applying flexible employment forms, etc. [21].

According to the conducted evaluation, the technical–technological strategy has been evaluated as the best option to pursue and an optimal strategic proposal for resolving the problem of worker shortage in FBH forestry. Its main advantage over other proposals lies in the diminished need for manual labor. However, the successful transition to fully mechanized wood harvesting implies highly qualified and adequately paid machine operators, a serious reorganization of production processes, possible resistance to change and the elaboration of adaptable ways and methods of performing forest operations, as well as access to significant financial means. Apart from introducing the advanced technologies, a reliable way of attracting and motivating workers certainly lies in increasing the cost of labor. Regular and decent wages are crucial for stability in the continuity of any employment. This necessarily includes the development of a system for performance evaluation and worker compensation/rewards distribution. A simple linear salary increase thereat is not sufficient to achieve the desired goals. It must be executed in line with specific compensation and motivation strategies that aim to utilize the full potential of employed workers. These strategies should be effective, i.e., mirrored in performance, job satisfaction and labor costs; fair, i.e., honestly approaching all employees and recognizing their contribution and needs; and harmonized, i.e., applicable within different regulations [75]. In addition to financial remuneration, non-financial elements should not be neglected. Those highly rated, for having a strong impact on job appeal, are employee care, profession image, job security, employer reputation, accommodation, meals, transport, organizational climate and culture, etc. Today, the occupation of the forest worker is far from popular, and significant effort must be put in to make it appealing and competitive on the labor market. Raising awareness about the role of forestry in sustainable development, with the promotion of the industry by education, media, a well-organized profession, etc., should improve the sector image and, thus, contribute to stronger recruiting of young workers. Increasing the recognition of all jobs in forestry is of key importance for achieving both stronger occupation appeal and greater labor resilience and flexibility [76].

The main challenge in designing an efficient strategy for labor sustainability is that it represents an extremely elaborate and complex problem, since at its core stand humans as labor, capital and crucial potential. How to manage and use the potential of this capital, the ways for improving its abilities, and the mechanisms that should be used for attracting new employees to a pretty unwanted occupation, in order to guarantee the long-term availability of the stable forestry workforce i.e., forestry management, are the questions that certainly ask for a systematic and comprehensive approach as well as urgent action from all relevant stakeholders, putting this problem in a strategic framework [77].

Ultimately, the broadest meaning of strategy implies specific actions intended for the fulfillment of certain goals. In this study, the strategy includes a scheme of proposed measures and activities required for ensuring a stable and sustainable forestry workforce. The phrase strategy refers solely to the strategic approach, i.e., strategic orientation that can serve as a sort of roadmap or guideline that, hopefully, could be beneficial when developing official strategic documents. So, the ‘strategy’ of labor sustainability should be only one of the vital strategic goals in the creation of a comprehensive development strategy for the entire forestry sector.

When considering and interpreting the results of this study, the following limitations should be taken into account. The ratings of the sustainability elements were determined on the basis of forestry employees’ views, while the survey did not include respondents outside of the forest sector. The opinions of those not employed in forestry could have critical bearing and should be included in future research. Also, some important sustainability elements were not quantified (e.g., satisfactory salary level), so the study is missing information that could help to make strategic proposals more concrete. Defined strategic proposals can only conditionally be called «strategies» because their structure and creation process differ from official policy documents. The adoption of formal strategic documents includes extensive administrative and technical preparatory work, which implies an initiation of the decision-making process that should define the parties involved and their responsibilities and competencies; establish work groups, coordination between parties and deadlines for drafts; create reports on the progress and financial means for the creation of a such documents, etc. The evaluation and selection of the optimal strategy in the paper was performed separately, while the study did not foresee possibility of using a combination of strategic proposals. Future research should include such options, consider other possible approaches (e.g., import of migrant labor), and discuss strategy elements (implementation costs, coordination processes, implementation periods, etc.) in more detail. The choice of the optimal strategic direction assisted by SWOT analysis and the AHP model is strongly influenced by the subjectivity of the evaluator. This certainly limits the generalizability of the results and calls for conducting the AHP evaluation with a broader group of experts that would enhance the robustness of the model and the credibility of the results. It would also be beneficial to perform the assessment with other MCDM methods and compare the findings on the optimal strategic orientation.