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Introduction
A globally mobile workforce offers opportunities for countries to make use of skills that are not locally available by attracting talent to accommodate skill gaps (OECD, 2012). Highly educated, trained and knowledgeable migrants are, therefore, becoming noteworthy drivers of economic growth in host countries. In Western economies, skill shortages drive the need to attract skilled migrants (International Labour Organization, 2006, p. 12). In Australia, the Commonwealth Government has put in place extensive programmes to identify, report on and redress shortages, thus providing the data for migration policy. Consequently, organisations are recruiting foreign-born talent to meet skill shortages and to help achieve competitive advantage. However, the integration of such migrant workers is an important aspect of their fit and effectiveness in the workplace.
Workplace integration requires that skilled migrants not only secure employment but also have the same opportunities for advancement and workplace outcomes as other workers. Integration is increasingly considered a “two-way process” (Zapata-Barrero, 2012), where the host society defines the precepts and norms for interaction. This can either enable or hamper the integration process (Penninx and Garcés Mascareñas, 2014). A successful (work) life after migration is contingent on the extent to which migrants adapt to the host society (and organisation) (Vergunst, 2008). Variously labelled “acculturation” (Berry et al., 2006), “assimilation” (Nesdale and Mak, 2000; Safdar et al., 2003) and “social integration” (Dalgard and Thapa, 2007; Reitz et al., 2009), the process alters migrants’ attitudes, values, behaviours or identities when they interact with the host society in order to become part of that society (Garrido et al., 2012). “Integration”, although a contentious term, may occupy the middle ground between multiculturalism and assimilation (Erdal and Oeppen, 2013). However, successful workplace integration cannot exist unless skilled migrants utilise their human capital, access suitable employment and advance at the same rate as non-migrant workers.
The OECD (2012) has stated that “the skills of migrants are not being tapped to their full potential, even though competition between destination countries to attract and retain talent is gathering pace” (p. 22). Such perceptions are driving the research agenda in this migration domain. Workplace achievements of migrants in the host country are often attributed to the initiatives taken by migrants themselves: for example, prudent career planning, optimising...