January 28, 2026 · Research
Involuntary migration and professional integration: opportunities for companies
Involuntary migration presents companies with new challenges while also revealing untapped potential. Many refugees possess valuable qualifications, experience, and strong motivation; nevertheless, they often remain invisible in the labour market. This article explains why involuntary migrants are considered «silent stakeholders» and identifies the key levers businesses can use to effectively support their professional integration—thereby also enhancing innovation and competitiveness.
The content of this interview originates from a collaborative project between the Swiss Red Cross of the Canton of Zurich and HWZ University of Applied Sciences in Business Administration Zurich. The results presented here were first published in the magazine The HR Developer in September 2025. Authors: Sybille Sachs, Tiziana Gaito and Eve Ehrensperger Sharan.
Involuntary migration is a reality that affects not only government institutions and civil society organisations, but also businesses. Involuntary migrants are individuals who have fled their home country for reasons beyond their control (such as war). Some remain in Switzerland only for a short period, while others eventually return to their home countries or stay here for a longer time. The latter group will at some point face the challenge of finding suitable employment in Switzerland. This article examines this aspect in more detail and takes a business-oriented look on the labour market integration of involuntary migrants.
What prompted your research into involuntary migration and silent stakeholders?
Sybille Sachs: For many years, research within stakeholder theory has focused on the topic of «silent stakeholders». Silent stakeholders often belong to vulnerable groups who have limited opportunities to draw attention to their legitimate concerns. Consideration is frequently given to who can advocate for these silent stakeholders to ensure their justified concerns are heard. In my role as president of the Swiss Red Cross in the canton of Zurich, I have observed that involuntary migrants have restricted access to the labour market and are often overlooked. This prompted
You refer to involuntary migrants as «silent stakeholders». What characteristics make this group both challenging and valuable for companies?
Tiziana Gaito: Involuntary migrants often become silent stakeholders in the labour market, as, despite their high motivation and existing qualifications, they have only limited opportunities to make their concerns visible. In our research project, I encountered many individuals who, due to language barriers, unrecognised diplomas, and a lack of professional networks, have significantly fewer opportunities to contribute their skills and experience. As a result, their needs often remain hidden, since they lack the structures and networks that would make
In your study, you demonstrate convincingly that potential is often overlooked. What barriers do migrants most frequently encounter during the recruitment process – and how can HR professionals work to remove these obstacles?
Eve Ehrensperger Sharan: Many qualified professionals wait years for their qualifications from their country of origin to be officially recognised. During this time, they are often employed in positions below their level of expertise or are not considered at all. A language level deemed «insufficient» can lead to exclusion, even when professional competence is present. It is often overlooked that language skills can improve rapidly in the workplace. In addition, employers fear extra administrative effort when hiring individuals with protection status (S) or temporary admission (F).
Our appeal to HR managers:
Examine stereotypical assumptions in the recruitment process and recognise specific competencies. Migrants often possess resources that are crucial for organisations, such as multilingualism, intercultural skills, credibility, and trust within communities that are relevant to certain services and essential for reaching target groups.
Critically review your assessment criteria. Compare common requirements such as language proficiency or formal educational qualifications with the actual requirements of the role. These criteria are often set at a higher level than is necessary for successful performance in the position.
You describe how joint projects between local employees and migrants can unlock innovative potential. Which specific business practices are particularly effective in supporting this transfer of knowledge?
Sybille: Collaboration in innovation projects makes it possible to adopt new perspectives and, especially in situations with limited resources, to seek alternative solutions. Furthermore, studies show that such settings also lead to an increase in patent applications.
Human capital cannot always be transferred on a one-to-one basis during migration. What structural measures can help organisations to assess and further develop qualifications fairly?
Tiziana: Organisations can assess qualifications fairly by systematically including not only formal diplomas but also practical experience, skills, and informal knowledge in the recruitment process. In addition, transparent development pathways, further training opportunities, and fair remuneration help to facilitate the transfer of existing abilities. Another possible approach is to establish internal mentoring schemes to support migrants with professional integration. In this way, an environment is created in which potential becomes visible and staff can develop over the long term.
Professional identity development is a crucial factor for long-term integration. What role do relationships, networks and peer coaching play in this process?
Sybille: Networks of relationships and peer coaching are essential. It is helpful if migrants already possess the ability to maintain professional networks. However, this skill often needs to be developed or relearned due to local cultural conditions. In this process, both local employees and former migrants can provide valuable support through peer coaching.
In the article, you emphasise that silent stakeholders rarely express their needs. What responsibility do leaders have to recognise these needs nonetheless?
Eve: Silent stakeholders often do not actively express their needs—whether due to reticence, cultural reasons, or fear of losing their jobs. For leaders, this means fostering an open learning culture, welcoming questions and feedback, and creating spaces where different perspectives are valued. Regular dialogue formats, individual coaching, and actively inviting participation help to build confidence and engagement. Needs are revealed not only through words, but also through behaviour. Leaders must observe whether overtime is being worked, leave is being taken and work-life balance is being maintained. This care is not only a legal obligation, but also an expression of appreciation.
Making hidden potential visible
Involuntary migrants are often silent stakeholders in the labour market—not due to a lack of skills, but because of structural barriers and limited visibility. The research project demonstrates that organisations which critically examine their recruitment practices, promote networks, and establish an open culture of learning and dialogue can purposefully unlock this potential.
Professional integration is therefore not only a social responsibility, but also a strategic advantage. Those who recognise involuntary migrants as active contributors strengthen innovation, diversity, and long-term competitiveness.
