piraeus maria kaltsogianni *, artemios sigalas**, eugenia...

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LABOUR MARKET STUDY 2012;CASE STUDY OF LIAISON OFFICE SEC T.E.I. PIRAEUS

Maria Kaltsogianni *, Artemios Sigalas**, Eugenia Moulou ***, Alexandros Alatsatianos ****, Christos Tsitsis *****, Margarita Mixalopoulou ******, Dr

Dimitris Tseles*******

*Msc Mechanical Engineer, Coordinator and Education Advisor of Liaison Office, Structure of Employment and Career T.E.I. Piraeus, Adjunct teaching stuff in the

Electronical Computer Systems Engineering Department of Τ.Ε.Ι. of Piraeus, T.E.I. Piraeus, 250 Thivon & P. Ralli, Aegaleo, [email protected]

** Mechanical Engineer, Information Technology Manager & Technical Support of Liaison Office, Structure of Employment and Career T.E.I. Piraeus, T.E.I. Piraeus,

250 Thivon & P. Ralli, Aegaleo, [email protected] *** Automation Engineer, Employment Advisor & Secretariat of Liaison Office,

Structure of Employment and Career T.E.I. Piraeus, T.E.I. Piraeus, 250 Thivon & P. Ralli, Aegaleo, [email protected]

**** Msc Electronics Communication Engineer, E-magazine administrator of Liaison Office, Structure of Employment and Career T.E.I. Piraeus, T.E.I. Piraeus, 250

Thivon & P. Ralli, Aegaleo, [email protected] ***** Mechanical Engineer, Quality Assurance Manager & Assistant Coordinator of

Liaison Office, Structure of Employment and Career T.E.I. of Piraeus, Adjunct teaching stuff in the Mechanical Engineering Department of Τ.Ε.Ι. of Piraeus, T.E.I.

Piraeus, 250 Thivon & P. Ralli, Aegaleo, [email protected] ******Mechanical Engineer, Personnel of T.E.I. Piraeus, External Collaborator

Liaison Office, Structure of Employment and Career T.E.I. Piraeus, T.E.I. Piraeus, 250 Thivon & P. Ralli, Aegaleo, [email protected]

******* B’ Vice – President of Hellenic National Academic Recognition Information Center (NARIC) , Deputy President of T.E.I. of Piraeus, Scientific Director of Liaison

Office, Structure of Employment and Career T.E.I. Piraeus, T.E.I. Piraeus, 250 Thivon & P. Ralli, Aegaleo, [email protected]

As part of its activities, Liaison Office of Structure of Employment and Career of T.E.I. Piraeus has conducted a study in order to capture the current situation in the Greek Labour Market regarding the specialties of T.E.I. Piraeus. For the data collection a structured online questionnaire was used. The study approximates both School of Applied Science as well as School of Business Administration, but also examines the various departments in detail aiming to capture the current situation in different specialties, focusing on specialties that face high business risk. Moreover the research attempts to examine the evolution by sector, the employers’ requirements from T.E.I. graduates, the absorption records of graduates per profession etc. As a research population, was designated the companies that has several times collaborated with Liaison Office of TEI Piraeus either to fill vacant positions with qualified employees of the various departments or for participation in events etc. In this paper we will first analyze the methodology of the labor market study and secondly present the results of it. The findings also will be deposited at the Departments of TEI Piraeus so as to utilize appropriately for the revision process of the undergraduate program study curriculum if needed. Furthermore, the study's findings contribute to the optimization processes of services that the Liaison Office applies to cover any deficiencies and to better meet the needs of the beneficiaries. KEY WORDS: Labour Market Study, Liaison Office SEC T.E.I. of Piraeus, High Business Risk, Employers’ requirements.

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1. Introduction The purpose of this paper is to present the methodology and the results of the 1st Labour Market Research conducted by the Liaison Office of the Technological Educational Institute (T.E.I.) of Piraeus and funded by the Ministry of Education under the European Community Support framework in order to capture the current situation in the Greek Labour Market regarding the specialties of T.E.I.. For the data collection a structured online questionnaire was used. The study approximates both School of Applied Science as well as School of Business Administration, but also examines the various departments in detail aiming to capture the current situation in different specialties, focusing on specialties that face high business risk. Moreover the research attempts to examine the evolution by sector, the employers’ requirements from T.E.I. graduates, the absorption records of graduates per profession etc.

2. Objectives and Contribution The research was carried out in the first semester of 2013. The findings also will be deposited at the Departments of TEI Piraeus so as to utilize appropriately for the revision process of the undergraduate program study curriculum if needed. Furthermore, the study's findings contribute to the optimization processes of services that the Liaison Office applies to cover any deficiencies and to better meet the needs of the beneficiaries.

2.1 The Population of the surveys As a research population, was designated the companies that has several times collaborated with Liaison Office of TEI Piraeus either to fill vacant positions with qualified employees of the various departments or for participation in events etc but also with other companies. The sample consisted of 66 companies. 2.2 Research Methodology As already mentioned the common methodology, that has been developed, gives the possibility to conduct comparative results per school or department compared to the absorption of graduates of the Institute in labor market. For the realization of the research the most suitable method of primary data collection was considered the poll through interview with the use of a short and easy to understand, structured questionnaire developed as “Google doc” and answered online. The primary data collection was derived from the databases of the Liaison Office as well as from Icap directories. Regarding the sampling method, we selected “the method of stratified random sampling” which aims to cover, as representative as possible, the population under consideration.

2.3 Questionnaire Structure The questionnaire used consists of closed, pre-coded questions and is divided in four major parts: 1) company identity issues of the respondents (12 questions); 2) personnel selection information issues (14 questions); 3) working conditions issues (14 questions) and 4) perceptions (6 questions). Through the structured questionnaire that was used, Quantitave and quality key elements are investigated. 3. Analysis and Results Companies’ responses were analyzed through descriptive and analytical statistical techniques with emphasis to the identification of the factors affecting significantly personnel selection, working conditions etc. 3.1 Company Identity When was the enterprise founded?

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Figure 1 shows the time that the enterprises of the sample were founded. From the figure it becomes obvious that the companies founded more than 10 years were represented with approximately 70% of the sample.

Figure 1: Company Foundation Time

Up to six months ago 1 2% 6 months to 1 year 0 0% 1 year to 2 years 1 2% 2 to 5 years 5 8% 5 to 10 years 13 20% More than 10 years 46 70% Country where the company is registered:

Figure 2: Company Location

Greece 63 95% Abroad 3 5% Figure 2 shows the 95% of the enterprises of the sample were registered in Greece. Type of Business:

Figure 3: Type of Business

Traditional 65 98% Web-based 1 2% Figure 3 shows the 98% of the enterprises of the sample were traditional ones.

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Enterprise Ownership Type:

Figure 4: Enterprise Ownership Type

Figure 4 shows the different ownership type of the enterprises of the sample as mentioned below.

Individual Enterprise 15 23% Corporate Enterprise: 1 2% General Partnership 6 9% Limited Partnership 22 33% Limited Liability 11 17% Recreation Shipping Company 0 0% Anonymous Commercial & Industrial Company 6 9% Multinational Subsidiary 2 3% Independent Enterprise 2 3% Member of a Group 1 2% Number of workers:

Figure 5: Number of workers

Figure 5 shows the number of the emploees per enterprises of the sample as mentioned below while Figure 6 shows the number of the disabled emploees.

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Up to 5 23 35% 5 to 10 14 21% 10 to 20 3 5% 20 to 50 5 8% 50 to 75 4 6% More than 75 17 26% Number of disabled workers:

Figure 6: Number of workers

Up to 5 36 55% 5 to 10 3 5% 10 to 20 1 2% Enterprise Field of activity:

Figure 7: Enterprise Field activity

Figure 7 shows the enterprises field activity as mentioned below IT & Computer Retail 10 15% Business Consultants & Insurance Services 5 8% Trade & Agencies 6 9% Telecommunications 1 2% Industries 5 8% Manufacturers 1 2%

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Finance & Banking 1 2% Construction 9 14% Accounting Offices 4 6% Publishing & Media 0 0% Tourist Services 1 2% Other 23 35% Enterprise Country field:

Figure 8: Enterprise Field activity

Figure 8 shows the enterprises country field as mentioned below.

Abroad 7 55% Greece 1 2% Greece & Abroad 28 42% Do you know about the Liaison Office?

Figure 9: Knowledge of Liaison Office

Figure 9 shows that the 98% of the enterprises know Liaison Office of T.E.I. Piraeus

Yes 65 98% No 1 2% If yes, which of the services of the Liaison Office have you used?

Figure 10: Liaison Office Services used

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Figure 10 shows the usage of the L.O. services by enterprises.

Educational Information (Information on Masters, etc.) 11 17% Announcements of Internships / Work positions in Greece 54 82% Announcements of Internships / Work positions Abroad 3 5% Participation in events (Career Days, Workshop Labour Market etc) 8 12% Other 4 6% 3.2 Personnel Selection Information Who decides to create new work positions?

Figure 11: Person responsible for vacancies

Figure 11 shows who is responsible to decide the new work positions according to the enterprises responses. Company Director 34 52% Board 23 35% Director of Human Resources 9 14% Does the nature of your business activities require qualified employees?

Figure 12: Requirement for qualified emploees

Figure 12 shows at what extent from minimum to greatly the nature of the business avtivities require qualified emploees. Minimum 1 2% Little 1 2% Moderately 13 20% Very 33 50% Greatly 18 27% Identify the specialization your executives need to have at this stage:

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Figure 13: Requirement for qualified emploees

Figure 13 shows at what extent from minimum to greatly the nature of the business avtivities require qualified emploees. Automation Engineer 19 29% Business Administration 32 48% Electrical Engineer 24 36% Electronic Engineer 11 17% Computer Systems Engineer 1 2% Textile Engineer 1 2% Accounting 25 38% Mechanical Engineer 18 27% Civil Engineer 5 8% Tourism Management 2 3% Would you recruit disabled people on any of these work positions?

Figure 14: Willingness to reqruit disabled people

Figure 14 shows at what percent the enterprises are willing to reqruit disabled people on any of these work conditions while Figure 15 shows at which of the departments. Yes 35 53% No 15 23% Refuse to answer 16 24% If yes, which of the following?

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Figure 15: Departments that could be reqruited disabled people

Automation Engineer 6 18% Business Administration 18 53% Electrical Engineer 2 6% Electronic Engineer 2 6% Computer Systems Engineer 11 32% Textile Engineer 0 0% Accounting 13 38% Mechanical Engineer 5 15% Civil Engineer 3 9% Tourism Management 0 0% How hard is it to find the executives you need in today's market?

Figure 16: Difficulty in finding the needed executives

Figure 16 shows at what extent from very easily to very difficult the enterprises can find the executives they need in today's market. Very Easily 10 15% Easily 14 21% Medium 25 38% Difficult 13 20% Very Difficult 4 6% How do you search for new executives for your enterprise in Greece?

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Figure 17: Ways to search for new executives in Greece

Figure 17 shows the ways companies search for new executives in Greece. Liaison Offices 41 62% Employment Agency 13 20% Advertisements in print 32 48% Through clubs 6 9% Advertisements on the internet 43 65% Competitions 4 6% Friendly Environment 30 45% Other 5 8% How do you search for new executives for your enterprise abroad?

Figure 18: Ways to search for new executives abroad

Figure 18 shows the ways companies of the sample search for new executives abroad. Through the TEI Career Office 15 23% Through mobility programs (Erasmus, Leonardo, Socrates , etc. ) 2 3% Through AIESEC internships 5 8% Through EURES 0 0%

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Through advertisements / via internet 32 48% Through my friend or family environment 11 17% Through European or international contest 0 0% Through another competition 0 0% Through private employment agencies 8 12% Other process 18 27% Which of the following candidate qualifications is more important in order to recruit? Degree

Figure 19: Importance of the degree as a candidate qualification

Figure 19 shows the importance of the degree as a candidate qualification according to the considered gravity. Not at all 8 12% Little 10 15% Medium 36 55% A lot 8 12% Too much 4 6% Specialized knowledge

Figure 20: Importance of the specialized knowledge as a candidate qualification

Figure 20 shows the importance of the specialized knowledge as a candidate qualification according to the considered gravity. Not at all 0 0% Little 2 3% Medium 7 11% A lot 36 55% Too much 21 32% Masters

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Figure 21: Importance of the postgraduate program as a candidate qualification

Figure 21 shows the importance of the postgraduate program as a candidate qualification according to the considered gravity. Not at all 9 14% Little 13 20% Medium 19 29% A lot 21 32% Too much 4 6% Professional Experience

Figure 22: Importance of the professional experience as a candidate qualification

Figure 22 shows the importance of the professional experience as a candidate qualification according to the considered gravity. Not at all 0 0% Little 4 6% Medium 14 21% A lot 20 30% Too much 28 42% Sex

Figure 23: Importance of the sex as a candidate qualification

Figure 23 shows the importance of the sex as a candidate qualification according to the considered gravity.

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Not at all 35 53% Little 11 17% Medium 13 20% A lot 4 6% Too much 3 5% Age

Figure 24: Importance of the age as a candidate qualification

Figure 24 shows the importance of the age as a candidate qualification according to the considered gravity. Not at all 13 20% Little 23 35% Medium 18 27% A lot 12 18% Too much 0 0% Recommendations

Figure 25: Importance of the recommendations as a candidate qualification

Figure 25 shows the importance of the recommendations as a candidate qualification according to the considered gravity. Not at all 7 11% Little 8 12% Medium 20 30% A lot 24 36% Too much 7 11% PhDs

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Figure 26: Importance of the PhDs as a candidate qualification Figure 26 shows the importance of the PhDs as a candidate qualification according to the considered gravity. Not at all 30 45% Little 16 24% Medium 14 21% A lot 5 8% Too much 1 2% Other

Figure 27: Importance of other candidate qualifications

Figure 27 shows the importance of other candidate qualification according to the considered gravity. Not at all 33 50% Little 6 9% Medium 4 6% A lot 10 15% Too much 13 20% Do you use human resources management enterprises?

Figure 28: Usage of human resources management

Figure 28 shows the frequency of human resources management usage by enterprises. No 31 47% Rarely 25 38%

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Often 8 12% Very Often 2 3% Regularly 0 0% Do you think that tertiary institutions produce graduates trained properly for the needs of your enterprise?

Figure 29: Proper training by tertiary institutions

Figure 29 shows at what extent from minimum to great the enterprises think that tertiary institutions produce graduates trained properly for their needs. Minimum 2 3% Little 11 17% Moderately 27 41% Very 19 29% Great 7 11% If you believe that graduates of Higher Education have moderate or lower training please specify what you think can be the cause:

Figure 30: Causes of moderate training

Figure 30 shows the causes of moderate training by tertiary institutions to graduates according to companies. Lack of basic infrastructure in the institutions 23 35% Teaching theoretical classes without practice 39 59% Absence of specialized courses 27 41% Incomplete knowledge of teaching staff 14 21% Low educational level students 14 21% Outdated teaching methods 20 30% Other 6 9% How do you choose the specialization required for each job?

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Figure 31: Reasons for the specialization choice for each job

Figure 31 shows the reasons the companies usually choose the specialization for each job. Required by Legislation 1 2% According to job specification 56 85% It has been suggested by consultants 0 0% Due to previous experience 8 12% Other 2 3% Which of the following specializations of TEI Piraeus could you potentially employ in your enterprise?

Figure 32: Specializations potentially to be employed

Figure 32 shows the specializations that the companies could potentially hire in the future. Automation Engineer 23 35% Business Administration 36 55% Electrical Engineer 27 41% Electronic Engineer 11 17% Computer Systems Engineer 31 47% Textile Engineer 2 3% Accounting 33 50% Mechanical Engineer 24 36% Civil Engineer 5 8% Tourism Management 4 6%

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Do you know the field of study and jobs that can be filled by graduates of these departments?

Figures 33-42: Klowledge of field of study and job profile Figures 33-42 shows at what extent the companies know the field of study and the job profiles per department.

Automation Engineer

No 10 15% Little 13 20% Medium 19 29% Fair 13 20% Very Good 11 17%

Business Administration


Electrical Engineer


18

Electronic Engineer


Computer Systems Engineer


Textile Engineer


Accounting

19


Mechanical Engineer


Civil Engineer


Tourism Management

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No 22 33% Little 9 14% Medium 11 17% Fair 13 20% Very Good 11 17% If your answer is a little or more, where did you obtain the information?

Figure 43: Source of information

Figure 43 shows at the sources from which the companies were informed. Career Office 20 30% TEI Piraeus 21 32% Other 25 38% 3.3 Working Conditions Do you have a written manual specifying the responsibilities connected with every job specialty?

Figure 44: Acquisition of written manual

Figure 44 shows the percent of the companies that aquire written manuals in order to specify the responsibilities connected with every job specialty. Yes 44 67% No 10 15% No answer 12 18% Do the duties of each position correspond to the degree of the worker?

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Figure 45: Correspondance of the position duties with the worker

Figure 45 shows the correspondence percent of the position duties with the degree of the worker. No 0 0% Little 3 5% Fair 17 26% Very 34 52% Great 12 18% Under what kind of contract are the employees of these departments recruited?

Figure 46: Type of contract

Figure 46 shows the type of contract the employees are usually reqruited. Fixed-term contract 21 32% Permanent contract 50 76% Project Contract / Freelance 16 24% Seasonal work 7 11% Part-time 8 12% Are there specific working hours / shifts for all employees of your Entrerprise?

Figures 47-56: Specific working hours per department Figures 47-56 show the specific working hours / shifts for all employees of the entrerprises of the sample.

Automation Engineer

Yes 21 32% No 12 18%

Electrical Engineer

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Yes 27 41% No 8 12%

Electronic Engineer

Yes 18 27% No 9 14%


Yes 27 41% No 6 9%

Textile Engineer

Yes 12 18% No 8 12%

Mechanical Engineer

Yes 23 35% No 7 11%

Civil Engineer

Yes 12 18% No 10 15%


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Yes 37 56% No 3 5%

Accounting

Yes 31 47% No 6 9%

Tourism Management

Yes 13 20 No 8 12 Place and manner of work:

Figures 57-66: Work location and manner Figures 57-66 show the specific working location and manner per department according to the enterprises responses.

Automation Engineer

Office work 7 11% Continuous presence in the field 9 14% Out of Office 2 3% Using special programs and / or PC 4 6% Other 5 8%

Electrical Engineer

24


Electronic Engineer




Textile Engineer

25


Mechanical Engineer


Civil Engineer



26


Accounting


Tourism Management

Office work 5 8% Continuous presence in the field 3 5% Out of Office 1 2% Using special programs and / or PC 0 0% Other 6 9% The personnel salaries follow the branch / individual contracts of employment for graduates of TEI?

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Figure 67: Compliance with the branch / individual contracts wages

Figure 67 show the compliance with the branch / individual contracts wages. Yes 54 82% No 12 18% Do any of the work positions require travel within the country and abroad?

Figure 68: Travelling within the country and abroad

Figure 68 show the requirement of travelling within the country and abroad. Yes 39 59% No 27 41% The formal requirements of a job in relation to the guidelines above are:

Figures 69-78: Formal requirements per department Figures 69-78 show the various formal requirements per department percentages.

Automation Engineer

Higher Education Graduate 21 72% Master 5 17% PhD 0 0% Procedures to obtain professional certification 4 14% Specific training 11 38% Foreign Language 22 76%

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PC Knowledge 22 76% Personality characteristics 19 66%

Electrical Engineer

Higher Education Graduate 28 85% Master 4 12% PhD 0 0% Procedures to obtain professional certification 11 33% Specific training 9 27% Foreign Language 26 79% PC Knowledge 28 85% Personality characteristics 23 70%

Electronic Engineer



29


Textile Engineer


Mechanical Engineer

30


Civil Engineer

Higher Education Graduate 69 Master 8 PhD 0 Procedures to obtain professional certification 23 Specific training 31 Foreign Language 62 PC Knowledge 77 Personality characteristics 54


31


Accounting


Tourism Management

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Higher Education Graduate 5 50% Master 1 10% PhD 0 0% Procedures to obtain professional certification 2 20% Specific training 5 50% Foreign Language 9 90% PC Knowledge 8 80% Personality characteristics 6 60% Are there in your opinion possibilities for advancement in the following professional fields?

Figures 79-86: Advancement possibilities per department Figures 79-86 show the various advancement possibilities per department percentages from no to great.

Automation Engineer

No 1 2% Little 2 3% Fair 9 14% A lot 16 24% Great 6 9%

Electrical Engineer

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Electronic Engineer




Textile Engineer

34


Mechanical Engineer


Civil Engineer



35


Accounting


Tourism Management

No 3 5% Little 1 2% Fair 9 14% A lot 9 14% Great 3 5% The financial rewards are commensurate with the qualifications of each employee?

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Figure 87: Correspondance of the financial rewards to the employee qualifications

Figure 87 show the correspondance of the financial rewards to the employee qualifications percentages from minimum to great. Minimum 0 0% Little 2 3% Fair 14 21% Very 31 47% Great 10 15% Do you think that the continuous training of workers is necessary?

Figures 88-97: Continuous training necessity per department Figures 88-97 show the continuous training necessity per department.

Automation Engineer

No 1 2% Little 1 2% Fair 0 0% Very Good 15 23% Excellent 16 24%

Electrical Engineer


37

Electronic Engineer




Textile Engineer


Mechanical Engineer

38

No 0 0 Little 0 0 Fair 1 2 Very Good 14 21 Excellent 15 23

Civil Engineer




Accounting

39


Tourism Management

No 3 5% Little 0 0% Fair 1 2% Very Good 12 18% Excellent 8 12% Are you willing to finance the specialization / additional training of workers?

Figure 98: Willingness to fund additional training

Figure 98 shows the sample respondents willingness to fund additional training for their workers. Yes 37 56% No 14 21% Do you plan to expand the activity of your business in the near future?

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Figure 99: Future expansion activity

Figure 99 shows the sample respondents plans for future expansion activity. Yes 37 56% No 21 32% Are there prospects of your business expanding at European level?

Figures 100-109: European level expansion prospects per department Figures 100-109 show the sample respondents European level expansion prospects per department.

Automation Engineer


Electrical Engineer


Electronic Engineer

41




Textile Engineer


Mechanical Engineer

42


Civil Engineer




Accounting

43


Tourism Management

No 6 9% Little 5 8% Fair 5 8% Very Good 1 2% Excellent 0 0% 3.4 Perceptions

Do you think that in the next three years your company's needs will increase in specialized executives?

Figure 110: Three year stuff increase prediction

Figure 110 shows the sample respondents three year increase prediction in specialized executives percentages. No 5 8% Little 15 23% Fair 20 30% Very 22 33% Greatly 4 6%

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How much has the economic crisis affected your enterprise?

Figure 111: Economic crisis affects

Figure 111 shows how much the sample respondents were affected by the economic crisis. Not at all 0 0% Little 4 6% Fair 25 38% A lot 24 36% Greatly 13 20% Has the number of employees been altered in your business over the last two years?

Figure 112: Alteration in the number of the employees

Figure 112 shows the alteration in the number of the employees over the last two years. Yes 50 76% No 16 24% If yes, specify the change of personnel in the following sections:

Figures 113-122: Personnel change per department Figures 113-122 show the sample respondents’ personnel change per department ranging from not at all to greatly.

Automation Engineer

Not at all 9 14% Little 4 6% Fair 6 9% A lot 3 5%

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Greatly 1 2%

Electrical Engineer

Not at all 7 11% Little 3 5% Fair 8 15% A lot 3 5% Greatly 3 5%

Electronic Engineer




Textile Engineer

46


Mechanical Engineer


Civil Engineer



47


Accounting


Tourism Management

Not at all 7 11% Little 1 2% Fair 1 2% A lot 2 3% Greatly 0 0% What do you think will the arithmetic change in the personnel of your business in the coming months regarding the specializations of the TEI be? a. Increase of the number of employees

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Figure 123: Personnel increase

Figure 123 shows the sample respondents’ personnel increase ranging from “up to 5” to “more than 75”. Up to 5 42 64% 5 to 10 3 5% 10 to 20 0 0% 20 to 50 1 2% 50 to 75 1 2% More than 75 0 0% b. Reduction in the number of workers

Figure 124: Personnel reduction

Figure 124 shows the sample respondents’ personnel reduction ranging from “up to 5” to “more than 75”. Up to 5 33 50% 5 to 10 4 6% 10 to 20 1 2% 20 to 50 0 0% 50 to 75 1 2% More than 75 0 0% What are the criteria for the reduction of personnel?

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Figure 125: Personnel reduction criteria

Figure 125 shows the sample respondents’ personnel reduction criteria. Salary / Cost of labor 26 39% Effectiveness / efficiency 54 82% Type of partnership / working relationship 18 27% Marital status 7 11% Behavior / personality traits 44 67% Experience 6 9% Other 4 6%

4. Conclusions of Labour Market Research 2012 From the data gathered from the study we can draw the following conclusions:

• The majority of the companies 52% have the company director deciding the new work positions followed by the board at 35% and last comes the director of human resources.

• Fortunately the nature of the business activities require qualified employees from “moderately” to “greatly” totally at 97%.

• As far as the departments are concerned, Business Administration comes first with 48%, second Accounting with 38%, third Electrical Engineering with 36%, fourth Automation Engineer with 29%, fifth Mechanical Engineer with 27% and last but not least Electronical Engineering with 17%.The departments of Computer Systems Engineer, Textile Engineer, Civil Engineer and Tourism Management all together gather the rest 15% characterized quite low.

• The majority of the companies appear to be most willing to reqruit disabled people with the highest concentration especially on Business Administration, Accounting and last but not least at Computer Systems Engineer a fact totally understandable taking into account the usual specific job profiles requirements.

• We can not ignore the fact that the companies find it from “medium” to “very difficult” at a total 64% the executives they need in today’s market despite the high unemployment rates and the numerous overqualified candidates.

• It’s good to know on the other hand that when they are looking for new executives in Greece they address to the Liaison Office (62%) in comparison to the corresponding percentage of the Employment Agency (20%). The same goes when they are looking for new executives Abroad 23% address to the Liaison Office in comparison to the corresponding percentage of the European Employment Agency 0%.

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• As far as the candidate qualifications importance is concerned first comes the specialized knowelegde (55%), second the recomndations (36%), third the master (32%), fourth the professional experience (30%), fifth the age (18%), sixth the graduation degree (12), seventh the PhD (8%) and last comes the sex of the candidate (6%) something quite optimistic for women.

• The majority of the sample 81% in total value that the higher education institutions train properly the graduates for the high demanding labour market. Those believeing in Higher Education moderate or lower training attribute it to the lack of practical classes opposed to theoretical classes (59%), the lack of infrastructure in the institutions (35%) and last but not least to the outdated teaching methods (30%).

• When asked for their future plans for potential employees Business Administration comes first with 55%, second Accounting with 50%, third Computer Systems Engineer with 47%, fourth Electrical Engineering with 41%, fifth Mechanical Engineer with 36%, sixth Automation Engineer with 35%, and last but not least Electronical Engineering with 17%.The departments of Civil Engineer, Tourism Management and Textile Engineer, all together gather the rest 17% characterized quite low.

• 82% of the respondents companies comply with the branch or individual contract wage.

• 56% of the respondents companies have future plans for expansion activity while the same exact percentage appears to be affected from a lot or greatly by the economical crisis.

• Last but not least, the most important criterio when personnel reduction comes up, is the effectiveness (82%) of the employee followed by his/her behavior (67%) while on the other hand experience doesn’t seem to be taken into account (9%).

References [1]. Hellenic Statistical Authority, “Labour Force Survey (Employment)”, Athens, 2012. [2]. TEI Piraeus’ Liaison Office Research Team, “Liaison Office’ TEI of Piraeus’ Labour Market Research”, Aigaleo, 2012. [3]. M. Kaltsogianni, A. Sigalas, C. Tsitsis, E. Moulou, A. Alatsatianos, D. Tseles, “Measuring T.E.I. Piraeus’ graduates employability”, International Scientific Conference, eRA – 7, The SynEnergy Forum (The Conference for International Synergy in Energy, Environment, Tourism and contribution of Information Technology in Science, Economy, Society and Education), T.E.I. of Piraeus, Conference Center, September 2012, ISSN-1791-1133 pp 64-97.

Abbreviations: Labour Market Research 2012: LMR 2012 *Department of Automation Engineering: AE *Department of Business Administration: BA *Department of Electrical Engineering: ELE *Department of Electronic Engineering: ENE *Department of Electronical Computer Systems Engineering: ECSE *Department of Textiles Engineering: TE *Department of Accounting: A *Department of Mechanical Engineering: ME *Department of Civil Engineering: CE *Department of Tourism Management: TM

piraeus maria kaltsogianni *, artemios sigalas**, eugenia...

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