Cultural Capital of Recruitment Decision‐Makers and its Influence on their Perception of Person‐Organisation Fit of Skilled Migrants

Abstract

This article examines how recruitment decision‐makers’ cultural capital can influence their concerns about the organizational fit of skilled migrants (SM). We used survey data and interviews with Information Technology organizations in Australia. The study highlights the decision‐makers’ relatively poor understanding of non‐western cultures and how it negatively influences their perception of candidates from non‐western backgrounds. Furthermore, this study also notes how organisational cultural values and decision‐makers’ exposure to diverse cultures can influence their assumptions about the value of international qualifications and work experiences. Similarly, it can also influence how they assess the perception of fit based on a candidate's appearance and communication style. Consequently, the cognitive biases and judgements of resource acquisition managers can act as gatekeepers who keep non‐western SM out of the organizational resource pool. The article concludes by noting the importance of human resource practices that seek to develop cultural capital of decision‐makers.

Underemploying highly skilled migrants: An organizational logic protecting corporate ‘normality’

“…When current research points to involuntary bias and organizational limitations in the recruitment of skilled migrants (e.g. Almeida et al, 2019;Crowley-Henry and Al Ariss, 2018;Ghumman and Ryan, 2013;Ogbonna and Harris, 2006), we show that this normality is much more than a simple state of affairs to which the candidate is expected to fit. Rather, it is a valued norm that leads to the reproduction of structural discrimination.…”

“…Studies such as that of Holgersson et al (2016) stress that job applicants with a migrant background are rarely considered potential candidates for high-status positions. Many studies suggest that the human capital of skilled migrants (their education, training and accumulated professional experience) is perceived as different and poorer compared to that of local candidates (see Crowley-Henry and Al Ariss, 2018) and is therefore devalued (Almeida et al, 2019;Zikic, 2015). When migrants are recognized as potential candidates, then, they may not face an equal chance of success.…”

“…Almeida et al, 2015). At the organizational level, most research centres on corporate recognition of migrants' forms of knowledge or human capitals (Almeida et al, 2019;Cameron et al, 2019;Crowley-Henry and Al Ariss, 2018), based on the argument that, in the case of migrants, this recognition is hampered simply because these capitals differ from the organization's perception of the normal. In other words, it is assumed that organizations are willing to hire migrants, but it is the psychology of recruiters or corporate limitations in assessing candidates' potential that stop them from doing so.…”

“…The second is that intrinsic organizational limitations lead to involuntary discrimination in recruitment (e.g. Almeida et al, 2019;Derous et al, 2017). In other words, research rests on the assumption that organizations are willing to hire migrants and if underemployment is taking place, this is due to other factors.…”

Global Talent Management of Skilled Migrants

“…They found that organizational characteristics such as organizational type, client ethnicity and management style have an impact on the employers' level of tolerance, comfort levels and stereotypes in relation to SMs, job specifications' design, competency frameworks and selection methods, all of which can subsequently result in either the selection or rejection of SMs in the hiring process. Almeida, Waxin & Paradies (2018) found that recruiters with lower levels of cultural capital (i.e. knowledge and experience about diverse cultures) were less likely to think that SMs with different communication styles, international education and experiences, and appearances (attire and religious affiliation) would fit in their company.…”