10+ tips for successful integration of skilled labour from abroad

487,029 people. According to surveys conducted by the Competence Centre for Securing Skilled Workers (KOFA), this is how many skilled workers are missing from the German economy. That is another 90,000 more urgently needed workers than in the previous year.

An end to the skills shortage? Not really in sight despite overall falling numbers since 2020. The fact that there is a shortage is more than well known. But what can help? Perhaps the new skilled labour immigration laws? But how can these employees be retained for a long time? Attractive corporate benefits? A high salary? We take a look at how you can succeed in integrating foreign skilled workers in the long term.

The most important takeaways for HR departments

The shortage of skilled labour remains acute. There is a shortage of 487,029 qualified workers in Germany.
The Skilled Labour Immigration Act facilitates immigration, but does not solve the often much bigger problem – the integration of people. This is the only way to retain them in a company in the long term.
Companies must therefore offer support at an early stage – in learning the language, finding accommodation, dealing with the authorities, etc.
Establishing contacts with authorities and institutions pays off in the long term.
Successful integration requires structured processes, intercultural sensitisation and continuous feedback from day one. This is time-consuming at the beginning, but pays off in the long term.

The Skilled Labour Immigration Act alone is not enough

It’s a vicious circle: according to the IW, the sector most affected by the shortage of skilled labour is childcare and education. There were 21,000 vacancies recently. In addition, there is a shortage of around 300,000 childcare places for three-year-olds. This means that parents have to stay at home more – and this labour force is in turn lacking in companies.

Due to demographic change, CEOs and HR managers are quickly turning their attention to foreign countries. There are already 419,000 skilled workers from non-EU countries in this country alone, totalling around 5.3 million foreign employees.

The Skilled Labour Immigration Act is designed to ensure that even more people close the gap between vacant and filled positions. The law, which has been in force since 2020, has had an impact in recent years. The Federal Ministry of the Interior and Home Affairs has recorded a 77 per cent increase in skilled labour immigration since 2021.

But is mere migration into the country and companies enough to combat or at least mitigate the skills shortage in the long term? According to Norbert Rautenberg, CEO of rexx systems, it is not just migration that is needed, but above all integration: ‘Anyone who thinks that the Skilled Labour Immigration Act alone will solve the problem is making things too easy for themselves. The state can lower barriers, but it is the companies that need to take action. Those who bring qualified skilled workers into the country have a responsibility to offer them more than just a job. They also want prospects.’

Skilled labour integration: 8 tips and best practices for companies

Sustainable integration therefore begins long before the first day of work and does not end with onboarding. These seven tips will help you not only to attract foreign specialists, but also to retain them at your company in the long term:

Structured processes and digital support: take the issue seriously. Use standardised checklists for visas, work permits and recognition. HR software helps you to automatically track all tasks and deadlines and allocate responsibilities transparently. This means, for example, that no expired visa slips through (any more).
Provide relocation services and provide early support: Make the start in Germany easier by providing support with dealing with the authorities, finding accommodation and everyday issues. Cooperation with relocation agencies and specialised service providers can make a big difference here. Contacts with authorities and institutions can also help.
Actively support language development: Whether it’s a language course, tandem programmes with German-speaking colleagues or free subscriptions to language learning apps – those who arrive linguistically will also connect more quickly socially. Support us in this.
Promote cultural sensitivity: The Swabian Chamber of Industry and Commerce recommends promoting intercultural skills – this is important. But be specific: offer further training, bring diverse teams together and raise awareness of the topic on a permanent basis and not just through one day of action a year.
Establish mentoring programmes: Integrate a ‘buddy’ or mentoring programme. What already works in daycare centres and kindergartens also works in everyday company life: a person to whom a specialist who may be a little unsure at first can turn in confidence. This facilitates orientation and creates trust early on. A combination of professional and social support is ideal.
Show career prospects: Point out development opportunities in the company right from the start. What happens after the first few months, what is possible in a few years? What support do you offer? Skilled workers from abroad are not just looking for a job, they are looking for future prospects – for themselves and often for their families, which leads to the next point.
Thinking along with families: This is immensely important – anyone who recruits skilled workers should also have their families in mind. Support with daycare places, finding a school, building a social network. This makes it easier to decide in favour of a long-term stay. If the family is still in the country of origin, contacts with the authorities can also help.
Strengthen the feedback culture: Regular discussions about experiences, wishes and challenges prevent resentment from arising early on. What applies to every trainee also applies to foreign skilled workers – talk, talk, talk.

Contacts and relationships with consulates and institutes help

If you actively address these points, you will lay an important foundation for a successful future in your company – and of course in everyday life.

After all, this sustainable perspective is not just about the prospect of an employment contract, a permanent job, a monthly salary and a public transport ticket. It needs more, real support and a genuine interest in integrating these people into the company environment – so that they can also build a life outside of work. Or to put it in Norbert Rautenberg’s words: ‘Skilled labour integration doesn’t end with a signed employment contract – it only begins there.’

It is no news that the mills of German bureaucracy grind somewhat slowly. This makes it all the more helpful to establish relationships with important authorities when recruiting and subsequently integrating foreign skilled workers. ‘We have experienced how valuable direct contacts with consulates and immigration authorities are. Those who build relationships here not only gain time, but also trust.’

These contacts are worth their weight in gold, especially when recruiting. For the integration itself, there are other institutions with which you should establish connections:

Language schools: Language is one of the primary keys to successful integration. Provide your migrant skilled workers with ‘mentors’ or language buddies and enter into partnerships with local language schools. Anne Courbois (Head of the Department for Integration, Diversity and Family in the World of Work at the DIHK) goes one step further and advises companies to ‘organise language courses or tutoring themselves’ – a promising option, especially for larger companies with many foreign employees.
Chambers and associations: Chambers of Industry and Commerce (IHKs) and Chambers of Crafts not only provide support with recognition procedures, but often also offer integration programmes and networks for international skilled workers.
Welcome centres: Many cities and federal states have set up special contact points to provide support when starting out in Germany – for example, when dealing with the authorities, looking for accommodation and dealing with everyday issues.
Training organisations and further education institutions: They offer targeted qualification programmes tailored to the needs of foreign skilled workers, such as adaptation qualifications or intercultural training.
Integration course providers: In addition to language teaching, social issues also take centre stage here. Courses on culture, the legal system and the world of work help new colleagues to find their feet more quickly.
Integration through Qualification (IQ)’ network: This federally funded programme offers small and large companies advice, training opportunities and support with the recognition of foreign professional qualifications.

It’s important for all points: Don’t just say that there are offers – actively support them. ‘International talents need support in finding accommodation, learning the language and dealing with the authorities,’ explains Norbert Rautenberg. This may be time-consuming and nerve-wracking at the beginning – but it pays off in the long term.

Fazit: Türöffnen allein reicht nicht

(Facilitated) migration, for example through the Skilled Labour Immigration Act, opens the door to skilled workers for companies. However, real integration is needed to ensure that they don’t figuratively leave the country in a hurry.

Only if you offer more than just a job will you attract and retain international skilled workers in the long term. Early support, knowledge about the recognition of qualifications, structured processes and the promotion of integration outside the company are crucial to ensuring that foreign skilled workers feel comfortable and stay for the long term – and that the shortage of skilled workers finally levels off.