• Ryanair's operations have been consistently plagued with employee discontent and protests (Temming, 2017). Communication between Line Managers and employees has been tensed, and performance has suffered as a result. The Company would benefit from the strategic positioning and interpersonal skills of the Human Resource Business Partner. • As an employee advocate, he or she would engage employees in dialogue and ensure that whatever findings are made are brought to the attention of the line manager promptly to be addressed. • Also, as a collaborative partner, he would assist in channeling the needs of the line manager in a way that will be understood and well received by subordinates. • Effective communication would eventually lead to mutual understanding and benefit for all parties. • It would go a long way in developing a strong company culture where individuals are not afraid to express their thoughts and ideas. and would shift focus away from conflict towards meeting Organizational goals. 01 CONSTRUCTIVE COMMUNICATION BETWEEN MANAGEMENT AND STAFF 02 EFFECTIVE CHANGE MANAGEMENT • The Greek Philosopher, Heraclitus stated that “Change is the only constant of life” (Rothwell et al., 2015). This statement is pertinent to the rapidly changing business climate (Lauer, 2019, p3) in which Ryanair finds itself. • A company’s readiness and reaction to change are important in determining success. From our current state analysis, we discovered that several tasks may be expedited and optimized with the introduction of new technology. • However, this must be introduced strategically to prevent resistance. The role of the Human Resources Business Partner is essential in this regard. • He or She would determine the need for change and ensure reception of the change by employing effective communication strategies (McCracken et al., 2017). • Apart from a change in technology, other elements that may undergo transformation include processes, policies, personnel, amongst others. It is important that these changes are taken in stride so that they do not forestall operations. 03 FOCUSED TRAINING AND CAPACITY BUILDING • The Business Partner would be instrumental in identifying areas requiring competency improvements (Onen, 2013) in Ryanair. • Through a series of activities such as performance reviews and data analysis, as well as knowledge of the business, and interactions with staff, the business partner would tailor training programmers to drive outcomes that matter and meet the company's needs and vision. • Doing so would be of benefit not only to employees but to Ryanair, who would see improved performances and save costs that would have gone into retraining because of an inefficient programme. EFFECTIVE STRATEGY DEVELOPMENT • Ryanair would benefit from the HRBP's skills and knowledge in developing strategic plans that create value for future business successes. • He or she would ensure that plans align with the needs and expectations .

1. • Ryanair's operations have been consistently plagued with
employee
discontent and protests (Temming, 2017). Communication
between Line
Managers and employees has been tensed, and performance has
suffered as a
result. The Company would benefit from the strategic
positioning and
interpersonal skills of the Human Resource Business Partner.
• As an employee advocate, he or she would engage employees
in dialogue and
ensure that whatever findings are made are brought to the
attention of the line
manager promptly to be addressed.
• Also, as a collaborative partner, he would assist in channeling
the needs of the
line manager in a way that will be understood and well received
by
subordinates.
• Effective communication would eventually lead to mutual
understanding and
benefit for all parties.
• It would go a long way in developing a strong company
culture where
individuals are not afraid to express their thoughts and ideas.
and would shift
focus away from conflict towards meeting Organizational goals.

2. 01 CONSTRUCTIVE COMMUNICATION
BETWEEN MANAGEMENT AND STAFF
02 EFFECTIVE CHANGE
MANAGEMENT
• The Greek Philosopher, Heraclitus stated that “Change is the
only
constant of life” (Rothwell et al., 2015). This statement is
pertinent to the
rapidly changing business climate (Lauer, 2019, p3) in which
Ryanair
finds itself.
• A company’s readiness and reaction to change are important in
determining success. From our current state analysis, we
discovered
that several tasks may be expedited and optimized with the
introduction
of new technology.
• However, this must be introduced strategically to prevent
resistance.
The role of the Human Resources Business Partner is essential
in this
regard.
• He or She would determine the need for change and ensure
reception of
the change by employing effective communication strategies
(McCracken et al., 2017).
• Apart from a change in technology, other elements that may
undergo
transformation include processes, policies, personnel, amongst

3. others.
It is important that these changes are taken in stride so that they
do not
forestall operations.
03 FOCUSED TRAINING AND
CAPACITY BUILDING
• The Business Partner would be instrumental in identifying
areas requiring competency improvements (Onen, 2013) in
Ryanair.
• Through a series of activities such as performance reviews
and data analysis, as well as knowledge of the business, and
interactions with staff, the business partner would tailor
training programmers to drive outcomes that matter and meet
the company's needs and vision.
• Doing so would be of benefit not only to employees but to
Ryanair, who would see improved performances and save
costs that would have gone into retraining because of an
inefficient programme.
EFFECTIVE STRATEGY
DEVELOPMENT
• Ryanair would benefit from the HRBP's skills and
knowledge in developing strategic plans that create value
for future business successes.
• He or she would ensure that plans align with the needs and
expectations of internal and external stakeholders.
• This would be done by gathering and analyzing data from
sources such as the Airline's human resources,
customers, investors, and the community at large.

4. 04
VALUE CREATION THROUGH
PEOPLE AND PREDICTIVE
ANALYSIS
05
• Within an increasingly digitalized Aviation Industry, HR
Business Partners would have access to a lot of data on
Ryanair’sworkforce and customers.
• By gathering and analyzing such information, and
providing findings, the company would be capable of taking
the right actions to improve the Airline’s workforce,
processes, and policies.
• Also, through predictive analysis, the business partner
may identify causations and correlations between internal
(such as employee experience) and external elements of
the business.
• This information would foretell future outcomes out of
which important decisions can be made to generate real
business value and optimize results (Rossett & Hagerty,
2021).
ACCURATE TALENT
ACQUISITION06
• The Aviation Industry in recent years has become very
competitive.
• Finding individuals with the right mix of skill and
experience is becoming increasingly challenging.

5. • By utilizing the HR Business Partner approach, Ryanair can
place itself in a favorable position whereby the company
has access to the best talent when necessary.
• The Business Partner would have a long-term perspective
towards meeting the Company’s recruitment needs
(Lambert, 2009).
• He or she would rely on best-practice knowledge in talent
acquisition and liaise with Line Managers and the HR
Department to create an acquisition strategy that matches
Ryanair’s vision.
THE DEVELOPMENT OF A
WINNING ORGANIZATION07
• The best thing an organization can do for employees is to win
in
the marketplace.
• This has been stated by leading Human Resource practitioners
and further emphasized through the saying HR is not about HR
but the business (Sai & Sayee, 2018).
• By utilizing the HR Business Partner Approach, Ryanair
would
ensure that elements across all departments are accounted for,
interconnected, and aligned to build a winning entity.
• Success in the aviation market would keep employees
motivated, provide a sense of purpose, influence teamwork, and
play a key role in building a positive corporate culture.
• In addition, the profits that are gained from successes can be
reinvested in the company to boost employee experience

6. Employing a Human Resource Business Partner (HRBP)
approach across Ryanair would ensure:
DEVELOPMENT OF BEST
PRACTICE HR POLICIES08
• The HRBP would create HR policies that enforce a culture of
trust
and fairness between Management and Employees
• Policies would consider personnel welfare and satisfaction
without
impeding departmental and organizational goals of Ryanair.
• This would assist in motivating staff, turnover, and boosting
the
reputation of the airline.
UNDEREMPLOYMENT OF HIGHLY SKILLED MIGRANTS
2
Underemployment of Highly Skilled Migrants
Cross cultural management
2022/11/01
Underemployment of Highly Skilled Migrants
Migrants Employability Studies
Societal, organizational, and personal lenses are used to study
employability. Societal viewpoint researchers care about full
employment and examine migrants' labor market participation in

7. light of existing structures and regulations (Risberg & Romani,
2022). Migrants' inclusion in organizations is a primary focus of
studies conducted from an organizational perspective, which
focuses on efficient human resource management. Current
works on employability largely focus on the individual (Absuelo
& Hancock, 2018). Over the past few decades, a new line of
thought has emerged in both popular culture and academic
institutions: the employability discourse. In the end, a person's
employability is judged in connection to a company willing to
hire and advance them.
Organization's Roles in Developing Migrant Employability
Organizations play two main functions in establishing migrant
workers' marketability. They help immigrants improve their
employability and evaluate and legislate against pertinent
criteria for employment (Risberg & Romani, 2022). Migrants
can receive assistance in presenting their skills and
qualifications to potential employers by reaching out to civil
society groups or local labor agencies. Organizations have an
impact on whether or not migrant workers are employable by
evaluating and validating the factors deemed important by
employers. Regarding hiring, promotion, and salary, migrants
are often judged differently than native-born workers
(Chwialkowska, 2020). The degree to which a migrant deviates
from the norm appears to be a major factor in how employable
they are seen to be.
Organizational Factors on Perceived Migrants' Employability
The recruiter's personality, the company's culture and size, and
global outlook all influence how prospective employers see
migrant workers. Migrant recruiting shows employers prefer
hiring those with similar backgrounds and values (Risberg &

8. Romani, 2022). More inclined to hire migrants than their less-
globally-minded counterparts, recruiters with expertise in
international commerce and cultures are open to hiring
migrants. Therefore, the perception of migrants' employability
is affected because they differ from the qualities that employers
are accustomed to encountering. The employer's scale and
global focus are other factors in determining whether or not a
migrant can find work (Farashah et al., 2022). Companies with
more capabilities for candidate assessment also appear less
bothered about migrants matching the preexisting workforce
pool or how well they will match the customer's expectations.
Perceptions of Hiring Highly Skilled Migrants in Organizations
There are two major concerns with bringing in migrants: their
presence may impair productivity, and they may disrupt the
organization's usual operations. Employers illustrate their
companies' challenges when trying to gauge an immigrant's
potential contribution to the bottom line without first hiring
them (Risberg & Romani, 2022). Some recruiters say that a
candidate's lack of language skills is also a drawback. The
ability to communicate in the workplace is seen as being
hampered by language barriers. Employees and managers may
worry that productivity may suffer if a new hire cannot
communicate effectively in the company's preferred language. It
is thought to be wasteful to take the time to explain and clarify
things. Perceived barriers to migrant employment are reinforced
by the belief that there is an inherent danger in employing
persons who do not conform to established organizational
standards, group culture, beliefs, and general business practices.
Conditional Hiring
Many immigrants who finally find work corresponding with

9. their abilities first completed an internship or traineeship
program or worked in a lesser, less specialized role before
moving to a full-time post. Migrants with advanced degrees may
not immediately gain access to the same opportunities for
advancement or the same level of responsibility they held at
their previous institution (Lane & Lee, 2018). Clearly, in the
minds of employers, hiring migrants is connected with possible
danger to organizational effectiveness and interruption of
organizational normalcy. There is a correlation between this and
restricted access to the labor market.
Adopting Local Job-seeking and Workplace Behavior
Employers assumed that highly trained migrants would need to
retrain to find work in their new country. Networking, the
hiring process, and creating a resume that meets national
standards were covered in depth during the program (Risberg &
Romani, 2022). Migrants knew that learning the language was
essential to fit in with local norms in the workplace. Many
people made concerted efforts to improve their language skills,
enrolling in various language classes at different levels (Otundo
& Opiri, 2022). That is helpful for migrants because it allows
them to challenge the implicit norm and systemic prejudice
created by an emphasis on traditional operational normalcy and
its anticipated fit.
References
Absuelo, R., & Hancock, P. (2018). The Inefficacy of Strong
Ties Networks in Migration Employment Outcomes:
Underemployment of Philippine Graduates in the United States.
Asian Journal of Social Science,
46(3), 235-259.
https://brill.com/view/journals/ajss/46/3/article-
p235_2.xml

10. Chwialkowska, A. (2020). Underemployment of skilled self-
initiated expatriates–a skill mismatch or categorisation?.
Journal of Education and Work,
33(5-6), 375-391.
https://www.tandfonline.com/doi/abs/10.1080/13639080.2020.1
820963
Farashah, A., Blomquist, T., Al Ariss, A., & Guo, G. C. (2022).
Perceived employability of skilled migrants: a systematic
review and future research agenda.
The International Journal of Human Resource
Management, 1-39.
https://www.tandfonline.com/doi/abs/10.1080/09585192.2022.2
099226
Lane, A., & Lee, D. L. (2018). Career transitions of highly
skilled immigrants: Two case studies.
The Career Development Quarterly,
66(4), 315-328.
https://onlinelibrary.wiley.com/doi/abs/10.1002/cdq.12153
Otundo, J. O., & Opiri, J. A. (2022). Foreign Education,
Underemployment, and Wellness: Lived Experiences of African
Immigrants in the USA. In
Research Anthology on Changing Dynamics of
Diversity and Safety in the Workforce (pp. 1222-1236). IGI
Global.
https://www.igi-global.com/chapter/foreign-education-
underemployment-and-wellness/287984
Risberg, A., & Romani, L. (2022). Underemploying highly
skilled migrants: An organizational logic protecting corporate
'normality.'
human relations,
75(4), 655-680.
https://journals.sagepub.com/doi/abs/10.1177/001872672199285

11. 4
01. For what reason do associations underemploy exceptionally
talented transients?
· corresponding to
· Changing outer conditions
· Risk is socially and abstractly developed
Exceptionally talented transients are seen as an expected danger
to hierarchical standards and practices. As indicated by Risberg
and Romani (2021)
empolyability is reliant upon hierarchical elements like
the idea of the association's customers
highlights of the spotters
02. Are hierarchical elements with regards to transient
underemployment a 'Nordic Issue'?
The U.S. work market and its associations have been presented
to unfamiliar specialists since the 1850s. Just about two
centuries after the fact, the U.S. shows just a minor distinction
between jobless travelers and jobless U.S residents (Budiman et
al., 2020).
Sweden basically experienced movement after WWII, generally
from other northern nations like Denmark and Germany, which
are comparative in culture (Bengtsson, Lundh, and Scott 2005).

12. Just around the relocation emergency in 2015, Sweden
encountered a high volume of movement from Iran, Iraq, Syria
and Pakistan (Statistica Exploration Division, 2022), which vary
socially from their Northern partners and the homegrown
culture.
A descrepency between the joblessness of non-locals and
jobless locals can be noticed, which increments around 2014
and 2015 (Sánchez-Gassen and Penie, 2021).
References
Risberg, Anette and Romani, Laurence. 2021. Underemploying
highly skilled migrants: An organizational logic protecting
corporate ‘normality’. SAGE, Human relations.75(4). 655-680.
Sánchez- Gassen and Penie, Oskar Penje. 2021. Integrating
immigrants into the Nordic labour markets. The impact of the
Covid-19 pandemic. Nordic council of ministers.
Statista Research Department,2022. Number of people who
immigrated to Sweden in 2021, by country of birth. Retrieved
from: https://www.statista.com/statistics/522136/sweden-

13. immigration-by-country-of-origin/
Bengtsson, T., Lundh, C., & Scott, K. (2005). From boom to
bust. The economic integration of immigrants in post war
Sweden. European migration: What do we know. Oxford
University Press.15-58.
Bundeszentrale für politische Bildung (bpd). 2021.
Arbeitslosenquote nach Geschlecht udn Staatszugehörigkeit.
Retrieved from: https://www.bpb.de/kurz-knapp/zahlen-und-
fakten/soziale-situation-
indeutschland/162491/arbeitslosenquoten-nach-geschlecht-und
staatsangehoerigkeit/#:~:text=Dabei%20liegt%20die%20Arbeits
losenquote%20der,%3A%205%2C5%20Prozent
Why do organizations under-employ highly skilled migrants?
This matter is addressed through a case study of a Swedish
(civil society) organization known only as "Diversity for
Profit." Explanations of research
1. Discrimination against migrants exists in society and is
uncritically repeated in organizations.
2. Inherent organizational constraints cause unintentional
prejudice in hiring.
The relational theory of risk
We demonstrate, using the theoretical framework of the
relational theory of risk, that the narratives implicitly portray
migrants as a threat to local organizational practices, to what is
considered to be "normal," and that, as a result, under-
employing migrants can be a strategy used by the organization
to safeguard itself from this perceived risk.
Normality
Normality is more than just a straightforward situation that the
applicant is supposed to fit into. Instead, structural prejudice is
reproduced as a result of a valued norm.
It is considered natural to expect cultural adaption.
Literature

14. 1. Mezzo-organizational response to organizational logic of risk
mitigation.
According to the relational theory of risk, companies may
choose to understaff migrants who are seen as a threat.
2. Organizations influence the employability of migrants:
organizational practices of the hiring firm influence their
employability
3. analyzing: the function of organizational consistency in a
hiring procedure.
*Based on an organizational perspective, this study
The role of organizations
1. Assist migrants in developing their employability; help them
demonstrate their skills and competencies in ways that are clear
to employers.
• setting the tone for a resume or cover letter
• modifying how abilities and competencies are presented
• internships, mentorship programs, and degree validation.
• Classification is a step in the process of verifying foreign
talents.
2. Evaluate and approve the employability standards that are
thought to be pertinent.
When it comes to hiring, selection, and career promotion,
migrant workers are frequently subject to different evaluations
than non-migrant workers.
• Dressing religiously,
• having a name that sounds Arabic, and
• Different applicants have darker skin tones
may lower the likelihood of a call-back during job interviews
Organizational factors influencing the perceived employability
of migrants
HR actions for employees

15. 1. The organization's view of employees' employability based
on recruitment studies, recruiter traits, organizational norms and
size, and the organization's worldwide focus
2. based on research on the relationship between a person and
their company, outlining the standards by which an applicant's
fitness is measured.
• perceived fit by what is considered typical in their home
country and company; • cultural adaptation to the host country
that makes them acceptable as prospective workers.
3. The size and international orientation of the employer are
important factors in determining a migrant's employability.
Large organizations have more resources for candidate
screening and appear to be less concerned with whether a
migrant will fit into the existing employee pool or meet client
expectations.
Research
The mentee sessions are focused on skills such as ways of
orienting oneself in the Swedish job market and how to apply
for jobs using social media and career sites. Mentor sessions
introduce the participants to their mentorship role and train
them in leadership skills and the benefit of diversity at work.
All mentors receive a diploma of mentorship at the end of the
program. The mentors were generally employed by Diversity for
Profit’s member organizations.
Collection of empirical material
over 80 hours of observations and 27 interviews with four
members of Diversity for Profit, 12 mentors, and seven mentees,
to investigate their experience of the mentorship program.
Analysis
1. Inductive analytical step
· hiring of migrants is associated with problems and
uncertainties linked to normal organizational activities
· mentorship program activities center on normalizing the
migrants
2. Deductive step
· analysis by engaging with the relational theory of risk

16. Organizational perspectives on hiring highly skilled migrants
Two key elements related to the hiring of migrants are revealed
by the inductive investigation.
1. A perception that organizational performance is at risk
• issues with assessing a migrant's credentials and abilities, and
how these hires might affect organizational performance
• Language ability
• the potential for decreased efficiency The management and
migrant employees’ ability to communicate will suffer if the
newly hired person does not speak Swedish adequately.
• the hesitation of customers and clients.
2. Organizational normalcy is thought to be in danger
• Hiring someone similar to you revealed recruitment's
reflection on the unknowable.
• organizational perspective prioritizing the known when
expressing how hiring a migrant may obstruct organizational
convenience; normality: organizational fit and the value given
to the known: the new person to fit into the group.
Conditional hiring
Many of the immigrants who found work that was suitable for
them had an internship or trainee program or began at a lower,
less skilled level before landing a full-time career that was
suitable for their abilities.
The mentors appear to expect admittance at a lower level, while
the mentees unwillingly accept it.
Normalizing.
It is believed that normalizing involves getting the mentees
closer to an implicit local standard for Sweden.
Narratives on employability
1. Adopting regional job-search strategies; regional aspects of
the Swedish labor market (as described by a Diversity for Profit
representative) Networks and contacts are used to mediate
between 75 and 80 percent of all jobs.
2. Developing local workplace behavior Program activities
(internships and language lessons) and interviewees' narratives
discussed a process of learning local workplace behavior - local

17. knowledge, Swedish language - for the migrants to be perceived
as employable
The organizational logic of keeping migrants away
1. The perceived risk to the organization is strongly correlated
with recruiting highly competent migrants.
2. High-skilled immigrants must normalize; they must improve
their compatibility with a Swedish norm.
The relational theory of risk
There are three major concepts of
· object at risk: Organization normality: Normality is a valued
state of affairs perceived to be put at risk by migrants
· risk object: the migrant: The alleged threat of a perceived
unknown regarding education, performance, or work
interactions.
· risk relationship: Employment: Maintaining migrants in
underemployment to limit their possible influence on the object
at risk.
Theoretical analysis problematizes organizational normality and
demonstrates how organizational practices socially create
migrants' employability. Employers look for evidence that risk
norms are upheld through activities like internships and
volunteerism since the risk is a social construction.
The organization values normality more than the diversity that
immigrants can provide.
Conclusion
Thus, in three key ways, the relational theory of risk challenges
and deepens our understanding of employability. It first
questions the widely held belief that businesses are willing to
recruit immigrants, as there are organizational arguments for
understaffing them when the latter are viewed as a danger. The
theory emphasizes the importance of organizational normality in
the formation of employability by first demonstrating that
normality is presented as an object in danger. As a result, it
advances our present understanding of the organizational factors
that influence migrant workers' employability. The relational
theory of risk emphasizes that existing power structures play a

18. crucial role in determining what is perceived as a danger.
CCM- Group 40
TITLE
1.Corporate ‘normality’? Organisations have no clue what it is,
around a skilled
migrant. Shame.
or
2.Corporate ‘normality’? Are organisations just using it to
gatekeeper ‘skilled
migrants’ for no valid reason? Inequality in the corporate world
and how do
they justify.
or
3. Corporate ‘normality’ sums down to skilled migrants as a
‘risk factor’? Why
and what are their reasons?
DESCRIPTION
The whole study revolves around the injustice that is played
around the skilled
workers especially in an IT professional environment in general
for example,
Sweden.
There are different points shared on why is this happening
and why do

19. professional big organisations tend to do this despite of the
migrants having
good skills, language etc.
Organisations in this case tend to be selfish to accept people
outside their
geographical area rather than accepting the skills and
knowledge in the field.
Some of the reasons that are specified in the article with regards
to why no
migrants are like lack of fitting in, local language as a
barrier, lack of
workplace behaviour, potential problem to current
employees, doubts on
good performance.
Through some of the real-time answers it is evident that, the
statements like ‘I
would think of recruiting someone just like me’ and ‘would this
person fit in
the group’ does not fall under the organisational equality or
normality.
When we speak about Sweden, about 70-80% of the jobs are
diverted towards
friends and contacts.
Though there are few cases of some companies taking the
chance with the
migrants, there is no position that offers the role that
considers their
experience in the field until you have worked in Sweden.

20. The organisations logic and reasons behind shutting migrants
away are like,
most of the companies consider hiring skilled workers to be a
potential harm
to the organisation and their lack of ability to fit in the
local Swedish
environment and culture.
‘Risk relationship’, where the risk factor in this case migrants
and object at risk
which is organisations are to be evaluated and the highest risk
would be
eliminated.
Here, the HR practices on why and why not recruiting migrants
is discussed
and it cuts down to again them not fitting into the local
standards and thus
considered as ‘risk objects’.
Cultural, ethnic differences are a point of consideration
while recruiting
migrants, which falls under inequality and not normality.
EVALUATION:
I think we completely agree with the whole argument in
the text. As
migrants/foreigners ourselves, most of the points in the
arguments are
something most of us face on a day to day work environments.
As a multi-cultural group, working together, through our
experiences, under
employment for highly skilled workers is a potential threat
to aspiring

21. migrants who travel oceans to create a career and develop their
skills.
We think that cultural differences, ethnicity, local behavioural
skills, fitting in to
a particular group does not fall under acceptance, diversity and
normality of
any organisation.
As it is mentioned that though the migrants have relevant
experience, the
companies would only recruit them under a position of a trainee
and make
them build their career from scratch again is the sad reality in
our day to day
experiences.
‘Risk factors’, we as migrants with or without experience, have
gained good
knowledge through our educational qualifications to fit into the
professional
work environment fully.
In the interviews, the employment of highly skilled migrants are
put in such a
position to create a relationship between the object at risk
in this case
organisational normality and the potential risk object, migrant.
If highly skilled migrants are seen as a threat, for a valid reason
then it is fair to
not employ them to avoid threat to the organisation.
One of the unfair positions offered to the migrants by the

22. organisations just to
boost their marketing strategy of diversity is to place the
migrants in
internship positions or to promote them at a lower level than
they enjoyed in
their home country despite of their skills and valid experience.
So, yes, we as a group stand by the argument that is
against the skilled
migrants in most cases, who are considered as potential
risks to the
companies.
It is high time and a necessity to take steps towards
implementing actual risk
factors that avoid the growth of company and work more on
employing skills
workers regardless of their culture and regional background.
CONCLUSION
Through the discussion in the article it is seen that, the
justification that the
organisations provide for underemployment of migrants is
to limit any
potential risks to the organisations.
In most of the answers provided by the HR and other colleagues
in the article
for why no migrants, even with good skills, it is evident that the
concept of
fitting in to the local environment and standards are
considered very
important than the skills by itself.
Corporate normality, are organisations just misusing it? Is an an

23. other question that arises through the data provided.
Cultural differences, ethnicity, language are some of the points
that does not
fall into the process of recruitment when considering for
an open work
position.
In Sweden, migrants are seen as occupying a low(er) ethnic
groups and thus
Lowe social status if coming from outside Europe. They also
have a lower
employment rate and very low matching grade between their
education or
skills and jobs which is directly connected to underemployment.
It is sad to witness that, the educational value, higher
degrees and work
experience does not weight any value in a professional work
environment
because of these factors that do not fall under normality.
The theory of risk is taken as a novel explanation for why
organisations refrain
from employing migrants.
Power positions in the organisations should take the
responsibility to shape the
actual normality rules, risk factors and take steps towards
shaping the
employability opportunities of migrants.
The sad reality, Normality is valued more highly than the
diversity that skilled

24. migrants can bring to the organisation indicates the level of
inequality
present in the society we live in.
Some of the studies have proven that in most cases, migrants
fall under the
‘lower local human capital’ where they lack in local work
environmental
behavioural skills.
So, it is the sad reality of the corporate world towards migrants.
All the above
mentioned points have a huge impact on the professional lives
of foreigners
with good skills and these can be addressed only by the
government and the
heads of the organisations.
1. Risberg, A. & Romani, L. (2022), Underemploying highly
skilled migrants: An organizational logic protecting corporate
'normality',
human relations, 75 (4), 665-680.
In answering the questions for your poster (Description;
Analysis & Evaluation) please be advised that
you are expected to do and include additional
readings to support your answers where relevant, which need to
be referenced on the poster. As we discussed and quizzed:
references are evidence in support of your arguments, create
context as well as demonstrate understanding.
I will again dedicate time during our online lectures to answer
questions about this assignment, highlight the marking criteria
(also available in the assessment folder) as well as introduce

25. some examples of posters.
Based on the article assigned, answer the following questions in
putting together your poster.
The following parts and questions should be answered
on your poster:
Part 1 - Description
1. What is the main purpose and overall argument/conclusion of
this text?
Part 2 – Analysis
1. How convincing is the overall argument? Why (not)?
2. Is there anything problematic about the text?
Part 3 – Evaluation
1. What is your GROUP’s position on the main purpose and
overall argument/conclusion of the text? Why? How does it
differ from the argument in the text?
In putting together your poster, consider that your poster has to
perform a
balancing act between demonstrating
analytical insight and concise communication, given
how posters best communicate.
Please consult the slides discussed during the lecture for
detailed guidelines on which the marking scheme below is
based:
A
-The poster carries
a title that is captivating
-The poster
generates interest as well as is
clear, concise, and easy to follow
-The poster distils

26. key points that offer analytical insight
-The poster includes
relevant visuals/graphics that support analysis and
evaluation
-The poster
balances visual/graphics with text
B, C and D
In declining degree B/C/D posters suffer from the lack of
clarity, analysis, lack of balance, as well as well as lack a
conclusion captured by the evaluation.
Online Article Resources: Underemploying highly skilled
migrants: An organizational logic protecting corporate
‘normality’ (sagepub.com)
Collect these points from my team's essay and use them to form
a poster. the reference they used needs to be noted at the end of
the poster. follow the requirement to do the poster.