August is still here, but September is already around the corner.

For many companies, this means moving away from the slower summer pace and returning to a more active business season - new projects, more responsibilities, open positions and plans that need to be delivered before the end of the year.

That is why September can be seen as a kind of “second January” for businesses. It is a time when teams come together again, priorities are reassessed, and companies get a clearer picture of the resources they have and what they may still need.

But there is one important question:

Is your team ready for what is ahead?

If certain positions have remained vacant during the summer, employees have taken on additional responsibilities, or projects have been postponed until autumn, now is a good time to address these issues.

Because preparation for the final quarter of the year starts as early as September.

What should HR teams review after the summer?

Returning from holiday is a good opportunity not only to get back into the usual work rhythm, but also to take a step back and reassess.

Before the more active autumn period begins, companies can ask themselves a few practical questions.

• Which positions are still open?

If a position has been open since spring and there is still no new hire, it may be time to reconsider the approach. Are the requirements realistic? Is the salary competitive? Is the job advertisement reaching the right candidates?

• Which teams are under the most pressure?

The absence of one employee can sometimes be temporarily covered by the rest of the team. However, when this continues for months, the additional workload can lead to lower motivation, reduced productivity and, ultimately, further employee turnover.

• What are the plans for the final quarter?

A new project, seasonal increase in workload, business expansion or preparation for a busier period – all of these changes may require additional workforce capacity.

The earlier the need is identified, the more options a company has to respond calmly rather than searching for someone at the last minute.

Don't wait until the need becomes urgent

One of the most common mistakes in workforce planning is starting the recruitment process only when the lack of an employee has already become a serious issue.

In reality, there are several steps between deciding “we need someone” and having that person actually start – preparing and publishing the job advertisement, reaching the right candidates, screening applications, conducting interviews, making an offer, managing notice periods and onboarding the new employee.

This means that if a company needs someone to start in October, beginning the search in October may already be too late.

Good workforce planning does not mean hiring people in advance without a clear reason. It means identifying the need early enough and giving the business enough time to make the right decision.

What is the cost of an unfilled position?

When discussing a new hire, the conversation often starts with one question:

“Do we have the budget for another employee?”

But there is another question worth asking:

“What is it costing us not to have this person?”

An unfilled position can mean additional workload for existing employees, delays in processes, lower productivity, missed opportunities or the inability to take on new clients and projects.

In some cases, the cost of leaving a position unfilled can be higher than the cost of filling it.

That is why workforce planning should be part of not only the HR strategy, but also the overall business planning process.

Preparation for Q4 starts in September

The final quarter of the year begins in October, but good preparation starts earlier.

September is a good time for companies to look not only at what lies ahead, but also at what the first nine months of the year have shown them.

• Which positions have been the hardest to fill?

• Where has recruitment taken longer than expected?

• Which teams have needed the most support?

• Are there functions that could benefit from external support?

The answers can help companies plan the final months of the year more realistically and give them enough time to respond to changing workforce needs.

Sometimes, the solution is not necessarily a permanent hire.

When there is a seasonal or temporary need for additional employees, temporary staffing can provide businesses with greater flexibility. When several positions need to be filled at the same time, an external recruitment partner can take over part or all of the process, allowing the internal HR team to focus on other strategic priorities.

When does it make sense to work with an external recruitment partner?

There is no one-size-fits-all answer. However, external support can be particularly useful when:

• you want to reach a different pool of candidates – especially if your own job advertisements keep attracting the same applicants and the candidate pool is not expanding;

• you want to save time – instead of having the internal HR team spend hours reviewing CVs, conducting initial calls and coordinating the process, part of the recruitment process can be handled externally;

• the costs of advertising and reaching candidates are starting to add up – multiple job postings, paid campaigns and different recruitment channels do not always result in more suitable candidates. In some cases, working with an external partner can be a more efficient option;

• a position has been open longer than expected – even when it is not considered particularly difficult to fill;

• the HR team has other priorities and does not have enough time for active recruitment;

• several positions need to be filled at the same time and internal resources are limited;

• a faster response is needed due to an unexpected vacancy or an increase in workload;

• you want a clearer view of the market and the candidates you can reach beyond your usual recruitment channels.

The goal is not to replace the internal HR team, but to provide additional support where it is needed most.

September is a time for decisions, not just a return from holiday

The new working season is an opportunity for companies to take a step back and look at the bigger picture.

Not simply:

“How many people do we need?”

But:

“What kind of team do we need to achieve our goals by the end of the year?”

This shift in focus can turn recruitment from a reaction to an immediate problem into a part of strategic workforce planning.

September is a good time to assess whether you have the right people, in the right positions, with the capacity needed for what lies ahead.

Because a successful final quarter rarely starts at the last minute.

It starts with good preparation.

If you are planning to expand your team, need support with mass recruitment, temporary staffing or finding the right specialists, the Trenkwalder team is here to help you plan your next step.

Inventory as a Process: Turning a Challenge into Control

Inventory is a mandatory process for many businesses, but it is rarely easy to organize. Even when it is planned in advance, in practice it often creates tension, engages internal teams, and carries a risk of errors that can have real financial consequences.

Especially when conducted infrequently, inventory requires resources, time, and expertise that many companies do not have in-house.

Where do the main challenges arise?

In practice, the most common issues with standard inventory processes are:

• delays or temporary halts to regular operations

• the need for additional staff

• errors or discrepancies in stock

• lack of a standardized and traceable process

This often leads to lost revenue, overtime, and additional workload for employees whose primary responsibilities are not related to counting or reporting stock.

Why in-house inventory is not always the best solution

Many companies rely on their internal teams to carry out inventory. However, this is rarely optimal because:

• the process is not part of their daily responsibilities

• specialized devices and software are missing

• training takes time and creates additional costs

• the risk of human error remains high

As a result, inventory can shift from being a control tool to becoming an operational burden.

How outsourced inventory works in practice

Increasingly, companies choose a fully outsourced model, where a specialized external partner handles the entire process. This means:

• dedicated teams focused solely on inventory

• a standardized and verified process

• use of proprietary software and modern mobile devices

• independent and accurate reports of current stock

The main advantage is that inventory is conducted without interrupting daily operations, without the need to purchase equipment, and without overloading internal staff.

What results does this model deliver?

Outsourced inventory allows:

• significant reduction in counting time

• dramatic decrease in the risk of errors

• easier detection of shortages or discrepancies

• full control and traceability of the process

Trenkvalder’s role as a partner

In recent years, Trenkvalder has established itself as a provider of 360-degree HR and outsourced business services. In just a few years, our inventory service has grown to a leading position in Bulgaria, covering over 50% of the market.

We work with clients across multiple sectors - from manufacturing and retail to FMCG chains. Our three specialized teams, proprietary software, and modern devices allow us to tailor the process to the specifics of each location.

For new clients, we also offer a free demo inventory, allowing the process to be tested in a real environment and minimizing uncertainty and risk during the full stock count.

Inventory as control, not a problem

When well-organized and outsourced, inventory ceases to be a heavy burden and becomes what it should be: a reliable tool for control, transparency, and informed management decisions.

Peak Workload Periods – The Hidden Risk for Many Companies

Why Do Peak Periods Require a Different Workforce Model?

For many companies, the question is not whether they have employees, but whether they have enough people at the right time.

Retail chains, warehouses, and logistics centers usually operate with a permanent team optimized for day-to-day workloads. The challenge arises when demand suddenly increases — for days or weeks — and internal teams simply cannot absorb the additional workload without risking errors, pressure, and delays.

What Does the Problem Look Like in Practice?

Companies most commonly face situations such as:

• Seasonal campaigns and promotional periods

• Large deliveries arriving within a short timeframe

• Preparing stores or warehouses for new collections

• Tasks that fall outside the team’s regular day-to-day responsibilities

In retail, this often includes labeling, security tagging, and merchandise organization. In warehouses and production facilities, it may involve handling large order volumes, sorting, and shipment preparation.

These activities are necessary, but temporary and time-sensitive. Businesses need to act quickly, which means there is often no practical reason to hire five permanent employees for a short-term workload spike, especially when there may not be enough work for them only a few weeks later.

This is where the real dilemma begins.

Why Overloading Your Existing Team Is Not a Solution

A company’s first reaction is often: “We’ll manage with our current people.” In practice, however, this frequently leads to:

• Overtime and employee fatigue

• Reduced quality and an increase in mistakes

• Higher levels of pressure and lower motivation

• Increased employee turnover risk

While tasks may get completed in the short term, the long-term cost can be significant — both for employees and for the business.

Why Hiring Permanent Employees Is Often Not the Right Answer

Recruiting new permanent staff is not always the most logical solution because:

• Hiring takes time

• Costs are long-term

• Workload typically decreases after the peak period ends

In these situations, businesses do not necessarily need additional permanent positions — they need flexible support.

How Companies Solve the Problem in Practice

More and more companies are turning to temporary support teams that:

• Step in during peak workload periods

• Work on clearly defined tasks

• Are coordinated and prepared in advance

• Scale down once the need is over

This approach enables companies to:

• Maintain normal business operations

• Reduce pressure on internal teams

• Improve control over timelines and quality standards

When Are Hourly Workforce Projects a Good Solution?

Hourly workforce support is most commonly used for:

• Labeling and security tagging in retail stores

• Store setup and preparation of retail spaces

• Managing large deliveries

• Short-term warehouse operations

These are tasks that:

• Require additional manpower, but not permanently

• Must be completed quickly and in an organized manner

• Are inefficient to cover through long-term hiring

When Is This Model Not Suitable?

It is equally important to understand when hourly workforce projects are not the right solution:

• When tasks require specific internal expertise or extensive training

• When there is no clearly defined scope or timeline

In such cases, traditional recruitment or workforce administration solutions may be more appropriate for your organization.

Peak periods are inevitable across many industries. The question is not whether they will happen, but how businesses choose to respond to them.

Flexible and timely workforce support enables companies to react quickly without compromising quality, employee well-being, or long-term operational stability.

This is not a replacement for your permanent team — it is a practical solution that helps your existing workforce perform better when workload temporarily exceeds capacity.

How Can Trenkwalder Help You Manage Peak Workload Periods?

With many years of experience and access to a broad network of available workers, we support businesses during short-term projects and peak periods — even when timelines are extremely tight.

Our approach provides structure, organization, and operational clarity, allowing businesses to stay focused on their core activities. Through well-organized teams and a dedicated department responsible for project coordination, our partners know they can rely on a fast, reliable response whenever additional support is needed.

In some cases, an hourly project may also reveal individuals who are an excellent long-term fit for your organization. If this happens, there is always an opportunity to transition them into permanent employment, with the added advantage that they are already familiar with your business and processes.

Little Tricks for an Easier Office Life
Because the office doesn’t have to be gray and boring

Working in an office often feels like a long trip without a clear final stop. Every day we spend hours at our desks, surrounded by monitors, emails, chats, and countless tasks. While some things we can’t change (like meetings at 5 p.m.), there are many small tricks that can make our day easier, more comfortable, and even a bit more fun.

We’ve gathered a real mix of ideas for you — some practical, some fun, some downright strange, but all tried and true.

Keep a cardigan, scarf, or even spare socks
We don’t know of any office in Bulgaria where everyone agrees on the room temperature. Usually, half the colleagues complain that it’s like a freezer, while the other half feel like they’re overheating, like a computer from the ’90s. A cardigan is your faithful ally in this endless thermonuclear conflict. A scarf, spare socks, and a cardigan can save you more times than you might imagine.

Laptop stand and external keyboard – your back will thank you
Half of the “office” people work hunched over their laptops like exhausted turtles. If you don’t want to wake up next year with permanent stiffness and numb hands, it’s time for a stand, a box, or even a pile of books. It doesn’t matter what — the important thing is that the screen is at eye level.
A small investment, a big “Thank you!” from your neck and back.

Create an “Office Survival Kit”
A dead phone battery, coffee spilled on your clothes before a meeting, or wet feet after another unexpected rainstorm — it has happened to everyone. That’s why creating a box or pouch with small things that can save your day will help you one day or even turn you into the office hero. Here are just some of the things experience has taught us; feel free to add your own:

• Wet wipes

• Pain reliever

• Chocolate or an energy bar

• Mini perfume

• Hand sanitizer

• Hairbrush or comb + hair clip or elastic band for the ladies

• Sunscreen

• Hand cream

• Needle and thread (you never know when a button will act on its own)

• Spare pair of socks or tights (yes, really!)

• Umbrella

Rituals that make the day bearable
Maybe you don’t like Mondays. Nobody does. But if you create a small ritual, things get easier.
For example:
Monday = favorite coffee and a mini croissant.
Friday afternoon = a sweet treat or a short walk.
Wednesday = something funny in the group chat.

Small rituals give you a sense of control and something to look forward to.

Notebook for “forbidden thoughts” (or how not to explode in front of your boss)
Everyone has had a moment when they wanted to write something sarcastic in Teams...
That’s why a small notebook or a “draft” on your phone, where you can pour out your angry thoughts without them reaching the wrong recipient, can work surprisingly well. Sometimes you even end up laughing at what you wrote.

P.S. If you manage to fill an entire notebook within a month, consider whether you’re in the right place.

Office Compliment Jar
One of the best ideas you can apply in the office is the so-called Compliment Jar. Anyone, whenever they want, can write a note and drop it inside:

• Compliment to a colleague

• Funny story

• Motivational sentence

At the end of the week or month, you can read them together. Nothing brings people closer like shared laughter and kind words. Proven!

Movement = life
You are not a slave to your chair, and you don’t need to jump every time someone sees you’re not writing an email. Even two minutes of standing up, a short stretch, or walking to the window can work wonders for your concentration and mood. The more you move, the less you’ll want to scream “I can’t anymore” at your screen.

In the end, the office is not a spa center (Although sometimes there’s so much steam in the meeting room that you wonder.) But with a few small tricks and a pinch of humor, you can turn your daily routine from “just another day” into “today actually was okay.” And if nothing helps — just open your survival kit, eat the hidden chocolate, and take a deep breath. Tomorrow is a new day. Or at least a new chance for another Compliment Jar.

In today’s corporate world, positive thinking is often promoted as a key element of productivity and success. Motivational slogans, constant smiles, and a relentless pursuit of optimism are at the heart of many company cultures. But what happens when positivity becomes a compulsion? When does “It’s all good” start to harm instead of help?

Toxic positivity is the phenomenon where negative emotions and realities are dismissed or ignored in order to maintain an artificially upbeat atmosphere. In the workplace, this can lead to the suppression of real issues, the silencing of constructive criticism, and reduced team effectiveness.

What does toxic positivity look like in the office?

It can manifest in various ways:

• The “Just be positive!” expectation – Encouraging employees to smile and avoid negative topics, no matter the situation.

• Ignoring stress and overwhelm – Expecting people to “stay motivated” even when they’re on the verge of burnout.

• Avoiding difficult conversations – Refusing to acknowledge problems like poor organization, lack of communication, or financial troubles.

• Overused motivational phrases – “Look on the bright side!” or “Everything will be fine!” are used in place of real solutions.

What are the negative effects?

• Dampening authenticity – If people feel pressured to pretend they’re happy, it can lead to alienation and a loss of motivation. A healthy team culture should make space for both positive and negative emotions.

• Decreased productivity – When employees can’t speak up about issues, problems accumulate and eventually grow into major crises.

• Higher risk of burnout – If people are constantly told not to complain and to “focus on the positive,” they may suppress their emotions, leading to stress and emotional exhaustion.

• Lack of innovation – Real progress comes from critical thinking and constructive feedback. When everything is always portrayed as “perfect,” there’s no drive to improve or innovate.

How can we create a healthier work environment?

• Encourage open communication – Leaders should foster a culture where employees feel safe sharing concerns without fear of repercussions.

• Balance positivity with realism – It’s important to stay optimistic while also acknowledging challenges. A phrase like “I know this is tough—how can we improve it?” is more helpful than “Don’t worry about it!”

• Support instead of forcing positivity – Instead of demanding constant smiles, managers can offer real help: flexible schedules, mental health resources, and respect for personal boundaries.

• Promote constructive criticism – Honest feedback drives growth. Rather than avoiding tough conversations, companies should encourage dialogue and transparency.

How can we distinguish healthy optimism from toxic positivity?

It's crucial to tell the difference between genuine optimism—which motivates and supports—and toxic positivity, which suppresses and silences.

Healthy Optimism: Acknowledges challenges and sees them as opportunities for growth.

Toxic Positivity: Ignores or downplays difficulties, insists that “everything is fine.”

Healthy Optimism: Encourages open discussion and constructive solutions.

Toxic Positivity: Rejects negative emotions, demands constant cheerfulness.

Healthy Optimism: Offers real support like resources and emotional awareness.

Toxic Positivity: Relies on cliches and empty slogans instead of taking action.

Positivity is important—but when it becomes a requirement, it can do more harm than good. The workplace should be a space where employees feel free to express both their achievements and their struggles. True motivation doesn’t come from forced smiles, but from a sense of support, understanding, and real opportunities for growth.