Real-life example: Professional integration management on equal terms

What is your general approach to integration management? Do you have a “recipe for success”? 

Maria Glišić: Reaching new audiences is not a one-size-fits-all endeavour – it requires a tailored approach. It is a false assumption to believe that all people coming to Germany will automatically possess the knowledge required to settle in. As a company, we are duty-bound to support these skilled workers and integrate them effectively into our company and our country. It is crucial that we don’t treat integration management as an afterthought in our day-to-day work.

The focus of the company’s integration work can be summed up in a quote: “We asked for workers; we got people instead” [Editor’s note: quote from Max Frisch]. 

We have to be aware that we are not just bringing someone here to fill a position according to our headcount. These are real human lives, biographies and family members. This requires a great deal of understanding of the specific situations in which people find themselves. It goes far beyond the work of an HR department. We have found it helpful to form groups with people who have come to us from abroad and those who have been living in Germany for some time. In our experience, it helps when people from different backgrounds work together towards a common goal. They can help each other and we support them in this development. It takes time, empathy and patience.

It’s not a top-down process; you have to involve the whole workforce at all levels, from management to every single employee in the company. For example, we held participatory workshops and many discussions to allay fears and create normality. You have to have the courage to invest in integration management and take social responsibility from the outset – that makes all the difference.

 

What steps do you take to prepare for skilled workers coming to Germany?

Maria Glišić: We start by looking at the legal requirements for living in Germany. This includes understanding the country’s systems for obtaining a residence permit, establishing a residential address, opening a bank account, obtaining a tax number, registering for pension insurance and social security, and acquiring health insurance. These are all essential aspects. Many people from abroad do not have these resources and may need guidance in obtaining them. My role is to support and navigate employees through these processes, which is a crucial aspect of integration.

I liaise with the new employees to ensure that they understand what to expect. It helps to consider what you would want if you were to leave everything behind and start over elsewhere, and what would give you security. I believe this is the key. We also pay attention to the language barrier in our communication. For the first discussion, we look for volunteer interpreters from among our staff – this also encourages applicants to ask questions. And the existing staff are integral to the overall process.

We also prepare a video call called “Welcome to Die Länderbahn” in which we introduce ourselves, the region, the contact persons and show photos. And we explain to the new skilled worker exactly what documents they need, which may not all be directly related to the job. We also have a checklist and a document that outlines and explains each step of the immigration process. It is important for us to be fair and transparent at all times, for example by explaining that the recognition process may take some time, which may delay the start date of the job. 

And after they arrive? What specific integration and onboarding activities have been successful?

Maria Glišić: When our new colleagues join us from abroad, we start by helping them settle in. Their first day at work begins with us going through forms, showing them around the company, introducing them to their colleagues, etc. – just as we do with new employees from Germany.

After this introduction, onboarding continues with a detailed induction plan. This plan outlines the tasks to be completed in each week. It starts with registration at the Town Hall. We’re always on hand to answer questions and provide support, whether it’s about refresher training, getting a driving licence recognised or family reunification. We also arrange a language course, invite people to parties and try to help our employees socialise, also in their free time. This could be a barbecue with colleagues, playing football together or other activities. Ultimately, if you give people the space, they will gravitate towards each other.

The various measures repeatedly show that integration also depends on the individual. Some people integrate quickly, while others need more time.

What advice would you give to other companies that are just starting out in overseas recruitment and have some reservations?

Maria Glišić: If you want to go down this path, you have to take it into your own hands, learn and educate yourself. As a company with a certain number of employees, you can take responsibility for this, but you cannot expect micro and small companies to do so. 

But in Germany we also have a very broad support structure, which has now become a support network. The number of offices is growing all the time, so it can be difficult for some people to keep track of them all. But you can get advice, and you should take advantage of the services on offer. The “Make it in Germany” portal is always a good place to start. 

If you want to or have to go down the route of recruiting skilled workers from abroad, you also have to factor in time, which, as we all know, costs money. You have to prepare yourself, because I cannot just assume that “those who come must adapt”. I have to create the conditions myself so that we can all feel comfortable, so that integration can succeed.

 

Many thanks to Ms Glišić for the interview!