Migrations are more present than ever in our globalised society, from Syrian refugees and Ukrainian populations fleeing for their lives to migrants leaving their home countries in search of better employment opportunities.
If the Covid-19 pandemic and international restrictions have caused a slight drop in migrations since 2020, the number of migrants has not ceased to increase over the last five decades.
The United Nations estimates that there were around 281 million international migrants in the world in 2020, a number that has tripled since 1970. The number of people who were forced to leave their home countries as a result of persecution, conflict, violence, human rights violations or events disturbing public order in 2021 is troubling and amounts to more than 27 million people.
Though neither of these numbers take into account the “unprecidented spike” in forcibly displaced people as a result of the war in Ukraine.
In this context, destination countries, through actors such as companies, local organisations and institutions need to reflect on the best way to provide support for refugees and migrants. To gain perspective on the matter, we have spoken with Lena Knappert, who is an expert on human resources and the mechanics of inclusion and integration of refugees and migrants in the workplace.
Diverse teams face as many challenges as other teams, and more
In many cases, if not all, successful integration of migrants and refugees comes from their inclusion in the economic fabric of their destination country. But being able to find a job in said country is just the start:
“Whether we are talking about migrants, who may have had more time to prepare their departure and to plan for their move, or about refugees, who have had to flee in response to persecution, violence or natural disasters, we have to acknowledge that the two categories are quite fluid. Both groups are prone to encounter problems such as legislative hurdles, lacking social capital and personal network, stigmatisation and a toxic rather than welcoming discourse. These are the main barriers and challenges migrants and refugees face in their destination country,” says Knappert.
Barriers and challenges, that, if not taken into account by leaders and managers, can later cause difficulties inside teams once these individuals start working, as Knappert explains: “Management often considers that, once they have managed to create diversity by recruiting individuals, the job is ‘done’. But diverse teams will face challenges that may include stereotyping, conflict, or misunderstanding between individuals regarding diverse issues, and to which managers need to be prepared.” When ill-managed, these issues can lead to low employee retention.
How to adapt management for better inclusion of refugee and migrant employees
Oftentimes, people are leaving companies due to a lack of inclusion after a certain time.
Resignations of refugee and migrant employees are often caused by a lack of long-term vision in management: “Inclusion is a process that goes way beyond hiring for diversity. It starts with hiring but continues throughout the individual’s employment, ensuring they have the same opportunities as other employees and that their voices are heard”
Indeed, management will need to adapt their practices to consider the unique needs and perspectives of migrants and refugees, such as language support or the recognition of their certifications from their home countries, which are specific barriers faced by migrants and refugees in the workplace.
“To integrate refugees successfully, management needs to be aware of the interconnected nature of the integration process,” states Knappert. “Various actors are involved, such as governments, language schools, employment agencies, and support programs. When they finally are granted asylum and can start looking for a job, refugees are often in touch with a whole set of actors who are also dependent on each other.”
On an organisational level, the integration of migrant and refugee workers can be supported with measures such as internal communication campaigns addressing biases and prejudices, tailored preboarding and onboarding processes, or offering language translation and development resources to employees.
A company may, for example, offer language class subsidies or implement a buddy programme destined for refugee and migrant workers.
Managers can encourage inclusion in the workplace and in a broader ecosystem
According to research conducted by Knappert on Refugees’ inclusion at work, efforts at the individual and societal levels are also key to ensuring the inclusion of mirgrant and refugee employees. For example, at the individual level, managers can start by not referring to the hired employee as a refugee once they’ve integrated the team.
The word “refugee” is often used to target candidates (in the case of a CSR strategy, for example) but should be given up once the person has been recruited to ensure equality among employees.
Inclusion is a process that goes way beyond hiring for diversity. It starts with hiring but continues throughout the individual’s employment, ensuring they have the same opportunities as other employees and that their voices are heard
Beyond these strategies, refugees and migrant workers also depend significantly on the compassion of others, as local ecosystems still lack resources for their successful integration.
“I have seen many instances where managers and coworkers have taken compassionate actions to support the integration of refugees and migrants,” recalls Knappert from her various studies alongside organisations.
“These efforts often go beyond the typical responsibilities of a manager. They may include things like helping employees translate letters from the authorities, inviting them to join in family trips or dinners, or providing additional financial support. These activities allow people to connect on a human level, going beyond economic interests and formal roles, and eventually, this may help refugees and migrants feel more welcome and connected. Such compassionate acts were shown by other actors of the ecosystem as well and seem important for the system at large to function.”
The inclusion of migrants and refugees is a global challenge
As Knappert states: “Empowering refugees and migrants in organisations can help them develop the full potential of their social citizenship.” In other words, being part of an organisation can be the first step towards successful societal integration.
And as the number of political and climate refugees is expected to rise (the United Nations predicts that there will be 250 million climate refugees by 2050), companies need to be prepared, participate in reducing the issues that cause people to displace, and work on developing effective inclusion processes.
“The first step for companies consists of examining their own activities. How do they potentially contribute to climate change and human rights violations?” says Knappert.
“Once this is done and they have assessed their impact and worked out ways to avoid potential harm in countries from where people flee in the first place, companies can start developing specific programmes in destination countries. Those could be hiring and inclusion initiatives that address the unique needs of newcomers, or programs to strengthen the relationships with the broader ecosystem around refugee employment. Finally, companies can use their voice to address the all too often toxic discourse around migration and refugees in destination countries,” advises our expert.
Studies have also shown that more contact between locals and newcomers can lead to fewer stereotypes and a more positive attitude towards integration of newcomers. To support this, positive stories and role models of successful integration should be shared and highlighted.
In terms of broader societal and economic changes, many macroeconomic mechanisms can be implemented as well to effectively facilitate integration and inclusion at work. Enabling refugees and migrants to move freely in the host country and start working as early as possible is key.
There are many ways we can empower newcomers and allow them to quickly develop a network. For example, work permits can be granted from the day of arrival — as is now the case for Ukrainian refugees — to help newcomers connect to the local business community, earn their own money, and contribute to the economy from day one. Additionally, more emphasis could be placed on spatial integration, to make sure that people are not sitting in the reception centres for weeks or months, are not repeatedly transferred to other locations, but are immediately integrated into the local communities.
“Our studies have also shown that more contact between locals and newcomers can lead to fewer stereotypes and a more positive attitude towards integration. To support this, positive stories and role models of successful integration should be shared and highlighted,” explains Knappert.
And to conclude: “Lastly, it is important to strengthen local ecosystems because, right now, integration relies a lot on individuals’ extra efforts. By helping actors to connect and build relationships with other actors of the ecosystem, with regular meetings and a shared vision for instance, we could take a bit of the weight off the shoulders of individuals, and provide some acknowledgement but also a backbone structure for the great work many of these people are doing. There too is a lot of room for improvement.”