What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent

Abstract

PurposeThis micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.Design/methodology/approachCombining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.FindingsThe HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.Originality/valueThe paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.

Influences of creativity and resource availability in the intelligent career framework: empirical investigation of Nigerian entrepreneurs

“…Fourthly, although this study collected data from SMEs irrespective of their size, according to Crowley-Henry et al (2021), when SMEs do grow, the strength of the link between the “three ways of knowing” seemed to weaken. This study did not conclude whether there is a difference between small enterprises and medium-sized ones.…”

“…It deals with issues such as personal values and interests, which are crucial for developing a sense of purpose and career identity (Kozhevnikov, 2021). It focusses on a person’s goals and objectives, as well as their general self-awareness of personal beliefs, talents and limitations, to follow a certain professional route, explore other options and adapt to ever-changing work environments (Crowley-Henry et al , 2021). Individuals seek to positively influence their motivation to perform well by creating a scientific identity (Baruch and Hall, 2004) and a sense of self-appreciation for their cognitive and innovative competencies (El-Baroudi and Khapova, 2021).…”

“…“Knowing whom” capital refers to the social capital or networks of contacts that one relies on to get jobs, promotions or commercial relationships over the course of one’s career. It includes a network of connections from high school or college, prior employers or industry ties, professional acquaintances and family and friends who may offer career advice and support (Crowley-Henry et al , 2021; Kozhevnikov, 2021). It is made up of a network of intra/inter-firm, professional and social relationships that help people acquire career autonomy and pursue self-directed career pathways (Colakoglu, 2011).…”

“…"knowledge, skills and abilities" that one has. The more one's expertise is evident, especially in areas where skills/talent deficits exist, the more sought after he or she will be by companies looking for those specific skills/talents (Crowley- Henry et al, 2021). Simply put, know-how refers to an individual's ability to build a portfolio of skills that are easily transferred across professions and occupations (Donohue and Tham, 2019).…”

“…Furthermore, whilst intelligent career theory has been used in other fields such as academia (Beigi et al , 2018; El-Baroudi and Khapova, 2021), executives (Guptill et al , 2018; Lee, 2018), expatriates Cappellen and Janssens (2008) and other professionals (Beigi et al , 2020; Blokker et al , 2019; Haenggli and Hirschi, 2020; Schlosser et al , 2021) and mostly found empirical backing for numerous CC and relevant resources in influencing CS in all its forms, there is a vacuum in the context of entrepreneurs. This especially refers to knowing whom, why and how, which are prominent in the new career literature but are glaringly ignored by most research in the entrepreneurship area (Ayoobzadeh, 2021; Crowley-Henry et al , 2021; Schlosser et al , 2021). Further, despite the intelligent career framework’s (ICF) theoretical appeal and practical applicability, much empirical work continues to focus on CS as measured from an organisational viewpoint.…”