The tourist season finds Greece facing a deep mismatch: the sector’s needs exceed 85,000 jobs, yet approved work permits for migrant workers do not cover even 10 percent of them. This gap translates into serious operational challenges for hotel units, with direct consequences for visitor experience and for the competitiveness of the Greek economy. Vangelis Kanellopoulos, CEO of WorkInGreece.io, speaks to Tornos News about shortages in critical roles, delays in the licensing process, the importance of ethical recruitment, and the interventions that could shift the landscape.
The full text of the interview is as follows:
This year, the needs of the tourism sector exceed 80,000 jobs, while approved work permits cover only a very small percentage. How critical is this mismatch for the operation of hotel units?
The situation is extremely acute and has reached the limits of a structural crisis for Greek tourism. Market needs exceed 85,000 workers (up 10 percent compared to 2024), yet approvals issued for tourism-sector work permits do not exceed 6,500. Simply put, we are covering less than 10 percent of real needs. This is not just a statistical mismatch; it is a gap that results in serious operational problems for hotel units. Businesses are forced to reduce the services they offer and to rely on excessive overtime for existing staff. In a country where tourism represents 25 percent of GDP and is a core driver of growth, the inability to meet staffing needs does not only affect hotels; it undermines the competitiveness of the Greek economy as a whole and the country’s international image.
The biggest gaps are found in essential roles, from housekeepers and cooks to technical staff. What does this mean for the quality of the visitor experience in Greece?
The gaps in essential roles such as housekeepers, cooks, kitchen assistants, waitstaff, and technical maintenance personnel are perhaps the most worrying aspect of the issue. These roles are not peripheral; they sit at the core of the visitor experience. If there is not enough staff in housekeeping, the cleanliness and appearance of rooms are directly affected. If cooks and kitchen assistants are missing, quality and speed of service drop noticeably. When there are not enough waiters or bartenders, service times increase and the guest experience deteriorates. Finally, without maintenance technicians, even small faults in the facilities can remain unresolved, affecting the daily operation of the hotel. In a market like tourism, where competition is international and visitors compare experiences across destinations, these gaps have a direct impact on the country’s reputation. A single negative review on rating platforms can influence many future travelers. In simple terms, the lack of staff in these critical roles does not just lower service standards; it undermines Greece’s image as a top-tier tourism destination.
Greece appears to lag significantly behind in the licensing process compared to other countries, such as Croatia or the United Kingdom. How does this affect the sector’s ability to meet seasonal demand?
Delays in the work-permit process are perhaps the biggest obstacle facing Greek tourism today. In Croatia, for example, work permits are completed within two months, while in the United Kingdom the approval process can take as little as three weeks. In Greece, however, the same process takes on average four to six months. This means workers often arrive after the season has begun, or worse, near its end, resulting in businesses lacking staff precisely when demand is highest. The delay is not incidental; it stems from structural problems: lack of digitization and understaffed public services. Thus, while our competitors have their necessary workforce secured well before the start of the tourist season, Greece enters the race at a disadvantage. This leads to lost revenue, exhaustion of existing staff, and deterioration of the visitor experience. In an international market where timing is crucial, the country cannot afford such delays if it wants to remain competitive.
The issue of ethical recruitment is emerging as central. What practices ensure transparency and decent conditions for workers, and how does this affect the competitiveness of Greek tourism?
This is indeed a sensitive issue of corporate social responsibility that concerns not only businesses but also the international reputation of Greek tourism. Ethical recruitment means that workers are not burdened with illegal or excessive fees to come to Greece, that employers commit to specific provisions, and that the entire process is conducted with transparency and full respect for workers’ rights. This is crucial because major international tour operators now require such assurances from hotels; otherwise they withdraw their partnerships. Unfortunately, in cases where these practices are not followed, workers often migrate illegally to Western countries. Ethical recruitment is therefore not only a moral obligation but also a strategic tool that helps Greece retain its human resources and stand out positively in global competition. A country that provides fair and dignified working conditions can attract and keep better workers, thus offering higher-quality services to its visitors.
Which interventions do you consider most necessary for the system to function effectively? Could a fast-track model and full digitization change the landscape?
The required interventions are clear and cannot be delayed further. First, a fast-track model must be implemented for large hotel units and chains, which need thousands of workers every season. It is inconceivable that a process requiring four to six months could not be completed in four to six weeks, as is the case in other European countries. Second, full digitization of all stages of the work-permit process is essential — from the employer’s application to approval, visa issuance, and allocation of tax and social security numbers. Today, each step passes through different services with “paper-based” documentation and physical appointments, resulting in huge delays. Additionally, a unified platform is needed to track applications in real time, allowing employers, workers, and public authorities to know the exact status of each case. At the same time, embassies and relevant services in Greece must be strengthened with additional staff to handle the volume of applications. Such a model would truly change the landscape. It would ensure that workers arrive in Greece on time, meaning before the start of the tourism season, and not when it has already peaked or is nearing its end. This would allow businesses to operate smoothly, visitors to enjoy high-quality services, and the country to remain competitive in a demanding international market.
