There is a very strong business case that makes hiring this minority compelling
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Employing refugees isn’t just a good thing to do – it’s also good for business, according to Philippe Legrain, British economist and author of the book Immigrants: Why Your Country Needs Them.
Legrain was the key note speaker at a recent Breakfast at Parliament hosted by the Hon Grant Robertson in association with HOST International, Multicultural New Zealand, ChangeMakers Refugee Forum and the Human Rights Commission.
According to Legrain, whilst taking the step to employ a refugee creates a lot of goodwill between both staff and customers, there’s also very strong business case that makes the proposition compelling.
“International evidence shows that refugees are generally very hardworking, loyal and can help create linkages to new domestic and international markets” said Legrain.
In fact, one of the major risks businesses have to manage is retaining good staff and according to Legrain refugees generally stay for an extended period once they’re given a chance at employment.
Moreover, refugees also help create a diverse workforce which is shown to be beneficial to business productivity.
For example, research by McKinsey and Company shows that companies with a high ethnically diverse workforce are 35% more likely to have larger than average financial returns.
Pancha Narayanan, national president of Multicultural New Zealand who helped MC the breakfast added that New Zealand employers must put aside any preconceived misconceptions about refugees and migrants and look at the facts.
“If they do, they won’t just be helping someone in need – they’ll also be helping their own bottom lines.”
A study earlier this year found refugee and immigrant millennials (RIMs) face an uphill battle when searching for jobs and securing promotions in New Zealand.
Edwina Pio, a professor in Auckland University of Technology’s faculty of business, economics and law, said that many employers are aware of the additional barriers RIMs have to overcome, but they are rather nervous to take a chance on people who look different, who sound different and who often dress differently.
“Quite often, the default mode of organisations is to progress those whom they are used to, people similar to themselves, because that’s what they know and that’s what they feel has been successful,” she said.
