Over the past few years, I have worked closely with expats building their lives and businesses in Germany. Across different industries and backgrounds, I have seen the same pattern repeat itself. The challenge is rarely about talent. More often, it is about access.
The data already reflects this reality. Across the European Union, around 39% of recent immigrants are tertiary educated, which is significantly higher than a decade ago.(Source)
Despite this, a large proportion of highly educated immigrants are unable to work in roles that match their qualifications. In fact, in Germany, around one-third of highly educated immigrants work in jobs below their skill level.
This mismatch is not marginal. Across the EU, overqualification rates for non-EU citizens are consistently much higher than for native workers, reaching close to 40% in recent data. (Source)
At the same time, there is a clear economic gap. Immigrants entering the labour market earn significantly less than native-born workers, and even after several years, a noticeable gap remains.
And yet, participation is not the issue. In Germany, immigrant employment rates are around 70%, which is high by international comparison. (Source)
These numbers point to something important. The issue is not a lack of capability or willingness to contribute. The real question is why this capability is not fully translating into performance.
The gap is about navigation, not ability
From my experience, the answer is not as complex as it may seem. The gap is largely about navigation.
When someone enters a new country, they are not just starting a job or building a business. They are learning how an entire system works. Understanding regulations, identifying the right processes, and knowing where to seek reliable guidance are all part of that experience.
Research consistently shows that one of the biggest barriers for immigrants is the recognition of foreign qualifications and familiarity with local systems. (Source)
When these elements are unclear, even simple decisions begin to feel complicated.
Small frictions create large inefficiencies
Many of the barriers immigrants face are not dramatic. They are small, everyday frictions.
- Not knowing where to start.
- Not being sure which step comes next.
- Not having access to the right networks.
- Individually, these seem manageable. Collectively, they slow people down.
This is often described as underutilised talent. In reality, it is a structural inefficiency. Studies on the German labour market show that immigrants are significantly more likely to be overqualified than native workers, meaning their skills are not fully utilised.
At a macro level, this leads to what is often referred to as “brain waste,” where highly skilled individuals contribute below their potential, resulting in lost productivity and economic value.
Confidence is shaped by systems
Another important aspect that is often overlooked is confidence. Confidence does not disappear suddenly. It evolves based on repeated experiences.
When individuals encounter systems that are difficult to navigate, or when their qualifications are not easily recognised, they begin to second-guess their decisions. This is not a reflection of ability. It is a reflection of the environment they are operating in.
What makes the difference
In my experience, the turning point is often simple. Clarity.
When individuals understand how processes work, when they know what steps to take, and when they have access to reliable guidance, their behaviour changes quickly. They make decisions with greater confidence, act more decisively, and begin to explore opportunities they may have previously avoided.
Nothing about their capability has changed. What has changed is their ability to apply it.
Why this matters for organisations
For organisations, this is not just a social conversation. It is an economic one. Organisations lose productivity, innovation, and long-term value, when:
- Highly skilled individuals work below their capabilities
- Experience is not fully recognised
- Access to opportunity is uneven
The OECD has consistently highlighted that integrating immigrant talent effectively is essential for addressing labour shortages and improving economic outcomes.
In simple terms, capability exists within organisations, but performance does not fully show up. Equity is often framed as support, but in practice, it is about access. It is about making processes easier to understand, opportunities easier to reach, and systems easier to navigate. It does not mean lowering standards. It means removing unnecessary friction.
Why I chose to be part of EQUAIS
This perspective is also what connects closely with the work being done at EQUAIS.
EQUAIS is not approaching inclusion as a compliance exercise. It focuses on how leadership behaviour, organisational systems, and decision-making either enable or restrict the potential that already exists within the workforce.
Through my work with immigrants, I have seen firsthand how much capability remains untapped simply because systems are not designed for clarity and access.
EQUAIS addresses this exact gap by shifting the conversation from representation to activation. The focus is not on whether talent exists, but on whether organisations are structured to recognise and use it effectively. This is a question I strongly believe more organisations need to engage with.
Final thought
Perhaps the conversation needs to move away from how immigrants can adapt to systems, and instead focus on how systems can become easier to navigate for capable people. When that happens, progress is no longer forced. It becomes a natural outcome.
In every conversation I have had with expats, one thing has remained consistent. The talent was never missing. What was missing was clarity, access, and direction. And once those are in place, people do not need to be pushed. They move forward on their own.
