<\/span><\/h3>\n\n“Cost of Vacancy” refers to the total of all costs incurred as a result of a vacant position\u2014that is, the economic impact of the vacancy itself. It is the expense that most companies never include in their calculations, even though it is the largest one. <\/p>\n\n
The costs arise on several levels simultaneously. First, lost revenue: Every seat that goes unfilled, every reservation that must be turned down, and every reduction in operating hours represents a direct loss of revenue. Second, the strain on the existing team, which has to fill the gap, take on extra work, and operate closer to its breaking point. Third, and this is the most costly because it is a delayed consequence, is higher employee turnover: Overworked employees quit more often, and one open position becomes two. Over 198 days, this adds up (Federal Employment Agency, 2026). <\/p>\n\n
Added to this is a type of cost that comes up even less frequently: the hidden costs of in-house recruitment. Companies that recruit internationally on their own invest management or HR staff time, pay for job postings, risk making poor hiring decisions, and navigate language, credential recognition, and visa issues without any prior experience. This time and this risk don\u2019t appear on any invoice, but they are very real. Any recruitment fee must be calculated against this backdrop, not in isolation. In many labor-intensive companies, the sum of vacancy and in-house recruitment costs significantly exceeds the fee; it\u2019s just less visible because it\u2019s reflected in the operating profit rather than in a quote. <\/p>\n\n
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