5. Nordic examples of employers hiring immigrants 

Scandic Pelagic, Denmark

Motivations and benefits of hiring immigrants 

• Labour shortages and competence gaps have driven the company to hire immigrants. The company offers a range of positions, from entry-level jobs, which require no specific skills, to more specialised roles, for which internal hiring is preferred.  
• Positive business case. Scandic Pelagic sees employing foreign workers as a positive business case, despite the necessity of offering language courses and additional training.

Challenges and barriers to hiring and integrating immigrants 

• Language proficiency. Effective communication in Danish is crucial for foreign workers in the long term, and this remains a significant obstacle in terms of both work and cultural integration, as well as understanding the Danish system.

Integration approach and enablers

• Inclusive approach to hiring. The company provides equitable and respectful treatment for all employees, irrespective of background.

• Language training. The company offers language courses during working hours, as a proficient level of Danish is essential for maintaining employment, and ensuring workplace and food safety, but also for pursuing further education and advancement from unskilled to skilled positions within the company.

• Lowering language expectations. In the case of Ukrainian refugees, Scandic Pelagic tested hiring in groups of three, of whom at least one individual is proficient in English. It also provided mentorship and interpreter services to support daily tasks and Danish language acquisition.

• Continuous learning and training opportunities are promoted within the company. This approach not only benefits workers in their professional and social development, thereby fostering their successful integration into Danish society, but also encourages loyalty to the company.

• Enhancing understanding of the Danish system and cultural mediation. The company collaborates with local authorities in their efforts to enhance the newcomers’ understanding of the Danish system and culture, including fair working conditions, collective agreements, etc. The company fosters two-way cultural mediation to facilitate mutual understanding between newcomers and employees. The HR manager believes that “It is crucial that we, as a Danish company, comprehend the perspective of those who join us, just as it is essential for them to understand the foundational values we stand on.”

• Collaboration with other private and third-sector actors. The collaboration with 12 major companies in Skagen has led to the establishment of a network and a local fund designed to support Ukrainian newcomers, address initial challenges and foster employment opportunities. Moreover, Scandic Pelagic collaborates with the local Red Cross on digital language courses, and with other civil society actors in the organisation of cultural and sports events for the community.
• Community integration. Scandic Pelagic considers it important to strengthen the bonds between newcomers and the local community, and views this as essential for enhancing the wellbeing and successful integration of immigrants. Civil society actors and volunteers play a key role in facilitating this work, which includes the aforementioned cultural and sports events. When refugees arrive from Ukraine, volunteers also provide essentials like clothing, bicycles, and educational resources. Such endeavours foster a sense of belonging and encourage immigrant employees to make a long-term commitment to staying in Skagen, which ultimately is seen as beneficial for the company and the community at large.

IKEA, Finland

Motivations and benefits of hiring immigrants 

• Social responsibility. IKEA Finland’s commitment to employing immigrants and refugees is driven by an aspiration to reflect societal demographics, alongside an ambition to surpass the national representation of these groups in both the general population and the workforce (in Finland, 7.6% of the population are from an immigrant background, including 0.75%  refugees). There is a strong motivation to integrate migrants in the labour market, in order to integrate them in Finnish society more broadly.

Challenges and barriers to hiring and integrating immigrants 

• Cultural differences can lead to conflicts and misunderstandings. Maintaining open communication and fostering transparent relationships between managers and employees is crucial for overcoming these challenges. 

• Underrepresentation of immigrant managers. The interviewee reported a notable absence of managers from non-European backgrounds. This disparity, combined with the presence of highly qualified migrant employees in entry-level positions, hinders integration across various levels. 

Integration approach and enablers

• Upholding core company values. When IKEA was founded in Sweden 80 years ago, it was grounded on a set of core values, including ‘Togetherness’. This inclusive approach is not limited to just refugees and immigrants. IKEA advocates for diversity across various dimensions, including age, gender and disability, in order to create workplaces that genuinely mirror society (and IKEA’s customers).

• Equal treatment. In a significant move towards complete inclusivity, IKEA adopts the same approach to all employees, whether locals or immigrants, and avoids specific measures targeted only at migrants and refugees.
• Lowering language requirements. Finnish language expectations were lowered in 2021, and basic knowledge of English is accepted for entry-level positions. This is linked to the company’s objective of maximising inclusivity.
• Dialogue between managers and employees. At IKEA Finland, open communication is viewed as crucial for overcoming misunderstandings and avoiding conflicts. It is imperative that managers are trained to foster an inclusive attitude towards diversity.

• Collaboration with third-sector actors. IKEA Finland works in close collaboration with the Finnish Refugee Council and with Startup Refugees. Whenever there is a vacancy, IKEA reaches out to these organisations.
• Refugee hiring targets. In 2021, IKEA Finland entered into an agreement with the Finnish Refugee Council. The initial objective was to hire 70 refugees over a three-year period and offer them language lessons and labour market entry courses (such as CV writing and interview preparation) via the Refugee Council. After a while however, it became clear that setting a specific hiring target was not optimal. That is why after the 3-year contract IKEA chose to revise the agreement to “an intention to collaborate”, which allowed the hiring numbers to be adjusted according to the company’s recruitment needs.

Snellman, Finland

Motivations and benefits of hiring immigrants 

• Addressing labour shortages has been the key motivation for employing a foreign workforce in recent years, especially on the production line. Initially, hiring migrants was not a strategic decision. However, since 2008, the practice has evolved naturally, as many international students took part-time work at Snellman during their studies. A significant number of them continued their employment after graduation. 

Challenges and barriers to hiring and integrating immigrants 

• Communication. Communication challenges amongst employees can arise, especially if one group comes to dominate a particular department. This can lead to employees conversing in their native language, which can cause discomfort for others. The company addresses this by ensuring a balanced representation of nationalities in each department.
• Differing hygiene standards. Variances can emerge in the perception of hygiene and safety standards between employees’ home countries and Finnish standards. The company feels responsible for ensuring that everyone understands and adheres to the required standards.

Integration approach and enablers

• Inclusive approach to hiring. Snellman’s hiring approach emphasises the value of every individual, irrespective of their background, reflecting the company’s belief in the power of diversity. The company’s founders established this vision in the 1950s, and the current management strives to uphold it. Offering a sense of security to employees is essential and highly appreciated by those who join the company.
• Celebrating diversity. Every six weeks, the workplace turns the spotlight on a different country, celebrating its unique cultural aspects, pictures, clothes, and phrases, as well as offering dishes from that country in the work canteen. This initiative bridges cultural gaps and fosters better understanding of different cultures. The company is also planning integration evenings at which public authorities will provide insights about living and working in Finland.
• Pre-recorded introduction in various languages. New workers on the production line receive instruction in both Swedish and English. Pre-recorded introductions on hygiene and work safety standards are available in Finnish, Swedish, English, Ukrainian, Russian and Czech.
• Language training and collaboration with other actors. While English suffices and proficiency in the local language is not required, the management still encourages foreign workers to learn Finnish or Swedish to help them better integrate into society. Snellman has collaborated with the Worker’s Institute in Finland to offer language courses for Ukrainian employees. Since 2023, courses in Swedish and Finnish have been extended to all employees, and have been met with overwhelming interest.

Kronan grocery store, Iceland

Motivations and benefits of hiring immigrants

• Commitment to societal integration. The entry-level positions at the grocery store do not require advanced skills or extensive language proficiency. This enables Kronan to offer valuable employment opportunities for immigrants, which is in alignment with the company’s goal of complementing the government’s integration efforts. This commitment extends beyond mere labour market access; it encompasses a holistic integration into Icelandic society, e.g. by providing employees and their families with the necessary information about living in Iceland (regarding schools, taxes, healthcare, etc.).

• Embracing workplace diversity. Kronan recognises the advantages of a culturally diverse workplace and fostering a culture of respect.

Challenges and barriers to hiring and integrating immigrants

• Challenges with work permits. Despite the demand for new employees due to low unemployment rates in Iceland, obtaining a work permit is challeng­ing for individuals from outside the Schengen area. Employers are respons­ible for applying for work permits, which is sometimes seen as burden­some. Work permits are typically granted under specific criteria, e.g. that the migrant has special skills that are in demand on the Icelandic labour market, or they have moved to Iceland for family reunification or to study.
• Language barriers. Although entry-level positions at Kronan do not require fluency in Icelandic, in practice non-Icelandic speakers might find themselves at a disadvantage, especially given the fast-paced work environment. Language proficiency is more of a priority for managerial positions, which require a high level of Icelandic.

Integration approach and enablers

• Introduction courses. Kronan offers a ‘welcome to work’ course and training sessions for all new employees. These initiatives are especially beneficial for immigrants, as they provide essential knowledge about living and working in Iceland.
• Training for managers. The HR manager at Kronan emphasises the importance of managerial ability. All employees in managerial positions undergo mandatory training to equip them with the skills needed to manage conflicts, navigate cultural differences, address miscommunication and provide support to employees in need.  
• Language courses are also offered to facilitate better communication, without relying on public support schemes.

Blåveis Department in Andebu care home, Norway

Motivations and benefits of hiring immigrants

• Addressing labour shortages in the small community of Andebu in general, and the healthcare sector in particular.
• Greater flexibility, creativity and diversity are among the ways in which immigrants make a positive contribution to workplace.
• Social responsibility, by helping immigrants integrate into the job market and Norwegian society as a whole.

Challenges and barriers to hiring and integrating immigrants

• Cultural clashes. Managers often face challenges related to mediating conflicts and teaching Norwegian working culture, as well as allocating sufficient time for mentorship.

Integration approach and enablers

• Language expectations. Insufficient language proficiency is not viewed as a barrier to working in the Blåveis department, as long as new recruits are committed to learning the language on the job.
• Dedication to inclusion. Both managers and employees undergo training to fully embrace diversity and demonstrate understanding towards non-fluent speakers. To create a safe and inclusive work environment for immigrant employees, the employers aim to promptly address any instances of discrimination and harassment.
• Equal treatment of all staff. Ensuring equitable wages and benefits for all staff remains a cornerstone of the department’s approach.
• Integration at managerial level. The manager at Blåveis emphasised that leaders with migrant backgrounds are crucial for successful integration.
• Internships/trial period. The department frequently employs individuals on short-term contracts while assessing their suitability for long-term roles. The evaluation primarily centres on their motivation to work within the challenging and demanding healthcare sector. Should circumstances not permit an immediate transition to a permanent employment contract, the department strives to offer as many shifts as feasible to ensure the employee’s job security. When favourable conditions arise, the option of a permanent employment contract is offered.
• Co-operation with other actors. The Blåveis department works with the Municipal Welfare Service Office (NAV) to offer specialised language courses and skills-development programmes for healthcare workers.

A Nordic hotel chain, Norway

Motivations and benefits of hiring immigrants 

• Labour shortages. The manager of the hotels in Molde identified the need for labour as the main reason for hiring immigrants. It is difficult to find Norwegian employees for specific roles such as cleaning, dishwashing, etc., so immigrant workers are considered a fundamental resource to fill that gap.
• Social responsibility. Welcoming immigrants and refugees into the Norwegian labour market was cited as a key motivation. Including all individuals is considered a crucial part of the company’s core mission.
• Value of diversity. A diverse work environment was identified as positive for the company’s growth and for increasing productivity. Workers with an immigrant background are perceived as both flexible and loyal.

Challenges and barriers to hiring and integrating immigrants 

• Lack of diversity management. While the manager in the hotels in Molde received training in conflict management, there is no specific training in addressing diversity and cultural clashes. Enhancing this aspect is considered a focus area for future efforts.
• Cultural clashes. Differences in language, and in cultural and gender norms, can lead to misunderstandings and conflict between colleagues, and at times even with customers.

Integration approach and enablers

• Public support and collaboration. The company greatly benefits from the co-operation with NAV municipal office, which offers job and language training for potential employees. The training usually lasts six weeks, but can be extended if necessary. During this period, employees are compensated by the government and are introduced to the workplace. The manager of the hotels in Molde considers this measure crucial for getting immigrant workers on board, as it would be too costly for the company to provide such training themselves. It is worth highlighting that while undergoing this training does not guarantee employment with the company, due to a limited number of available positions, it allows candidates to improve their CVs and enhance future work possibilities.
• Specialised skill recruitment through staffing agencies. For roles that require specific skills, such as chefs, the company also co-operates with staffing agencies to find suitable candidates.
• Openness to diversity. According to the managers of the hotels in Molde, being open to diversity is the key to successful integration.

McDonald’s Visby, Sweden

Motivations and benefits of hiring immigrants 

• Labour shortages. After opening a new restaurant in 2015, labour shortages have been the main motivation for hiring immigrants.
• Work ethic. According to the owner, immigrants have low turnover rates, take few leaves of absence, and generally do a very good job. Moreover, they are available during peak business periods, such as summertime.
• Improved working environment. Having co-workers from different cultures and with a range of experiences enriches the work environment and fosters qualities such as patience and empathy.

Challenges and barriers to hiring and integrating immigrants 

• Overcoming communication barriers due to limited Swedish proficiency, which requires greater patience, especially during the internship phase. 
• Attracting immigrant women to the workforce.

Integration approach and enablers

• Redefining the view on internships, making it clear that a three-month internship is a pathway to employment, thereby increasing the participants’ motivation. After the internship, in most cases the six-month probation period leads to permanent employment.
• Language training. Proficiency in Swedish is a prerequisite for permanent employment. Internships are coordinated with Swedish language courses (SFI), which support on-the-job language acquisition.
• Collaboration with PES and other public actors. A case worker from the PES in Visby facilitated the first phase of immigrant recruitment in 2016–2017, and this individual’s contribution was underscored. In subsequent years, McDonald’s Visby drew inspiration from the project ‘Everyone is Needed on Gotland’ (Alla behövs på Gotland), which was carried out in partnership with Tillväxt Gotland and Region Gotland. McDonald’s served as a testing ground for developing the project’s approaches. The project helped to match employers with job seekers.
• Flexibility of the system, including the ability to extend internship periods for individuals who need more time to be ready for employment, has been crucial. In addition, local authorities that provide SFI courses have co-operated by aligning their class timetables with individual work schedules at McDonald’s Visby.
• Financial incentives, such as training subsidies for new arrivals and employment support (wage subsidies) from the PES, have been valuable for the company.
• Supportive and engaged management. Having a committed manager who understands the importance and value of integrating new arrivals into the workforce and the broader community has been crucial to the company’s success with hiring immigrants.
• The small size of the community has also been an asset. This has helped to foster close relationships and ties between people on Gotland and enabled strong collaboration across organisations and sectors.

Region Gotland, Sweden

Motivations and benefits of hiring immigrants

• Labour shortages. Gotland faces a declining demographic situation with an ageing population and challenges in competence supply, which are especially pronounced during the tourist season.
• Diversity and social responsibility. Hiring immigrants helps to foster a positive work culture and enhances the organisation’s socially responsible image.

Challenges and barriers to hiring and integrating immigrants 

• Communication barriers may initially be perceived as obstacles to recruitment. However, the employment subsidies and social responsibility considerations often outweigh these concerns.

• Matching the right competencies with the right workplaces, validating foreign qualifications and addressing digital proficiency gaps are among the general challenges faced by public-sector employers on Gotland.
• Lack of driving licences among many immigrants. The island’s limited public transport further complicates the immigrants’ commute to work.

Integration approach and enablers

• Hiring philosophy. Region Gotland has an inclusive employment philosophy dedicated to ensuring that no one is left behind. It emphasises the value of individual motivation and genuine interest over prior knowledge and qualifications for employment. This approach is streamlined across all departments. In this regard, Region Gotland identifies the need for a cultural shift, in which individuals far from the labour market are seen as valuable resources.

• Language support and cultural mediation. To assist immigrants who are far from the labour market, Region Gotland has initiated intensive programmes in language and cultural understanding.
• Temporary jobs in elderly care. One of the initiatives introduced in Region Gotland includes offering temporary summer jobs in elderly care upon completion of the workplace internship and Swedish medical training. This has resulted in several individuals securing both temporary and permanent positions.
• Alternative division of tasks. Region Gotland has also explored further dividing tasks into simpler ones, to make it possible to hire employees with lower levels of language skill or other competencies. This has led to several success stories, particularly in elderly care roles involving simpler tasks such as laundry and dishwashing.
• Close-knit relationships between organisational units and other public actors. The Recruitment and Staffing Unit and the Department of Employment and Establishment at Region Gotland support a range of labour market initiatives. These two departments help to match individuals with positions in both the public and private sectors and develop initiatives for immigrants who require additional recruitment support. The collaboration with the local PES Office and the social services is foundational to these activities. In addition, Gotland’s small scale and geographic proximity constitute another enabler.