What determines whether a skilled immigrant succeeds in a new labor market? Qualifications and experience are part of the answer, but our latest research suggests that strategic positioning may be equally important.

I am pleased to share that an article co-authored with colleagues from the BEROC Research Center has been accepted for publication in the Journal of East-West Business, published by Taylor & Francis. The article will be formally released in a future issue, and I will share the publication link once it becomes available.

The study examines how skilled immigrants from Ukraine and Belarus position themselves as they enter the professional labor markets of the European Union. While much research has focused on immigration policy, labor market outcomes, and credential recognition, relatively little attention has been given to the strategic decisions skilled newcomers make about how they present themselves and the value they seek to create in their new environments.

Our research explores what we call personal positioning strategy: a guiding approach that helps individuals decide what they offer, whom they seek to serve, and why that contribution matters. Rather than viewing newcomers as a homogeneous group, the study investigates how individuals make different strategic choices when entering new professional markets.

The central finding is that skilled immigrants do not all pursue the same path. Individuals adopt different positioning strategies and seek to deliver different forms of value to employers, professional communities, and society. These differences influence how they communicate their capabilities, evaluate opportunities, and navigate challenges during the integration process.

At a time when employers across Europe face workforce shortages and increasing competition for talent, understanding these positioning strategies has implications that extend beyond immigration research. Employers often rely heavily on resumes, credentials, certifications, and prior work experience when evaluating candidates. While these indicators provide important information about what a professional has done, they may not fully reveal what that individual intends to contribute moving forward.

This distinction has important consequences for hiring and talent development. Credentials describe the past. Strategy helps reveal a person’s intended future value creation. Organizations that understand both dimensions may be better equipped to identify, engage, and retain highly skilled talent.

The findings also have implications for universities, workforce development organizations, government agencies, and newcomer support programs. Too often, support systems are designed around a one-size-fits-all model. Our research suggests that a more effective approach may be to recognize the diversity of positioning strategies among skilled newcomers and provide targeted support that aligns with their goals, experiences, and strengths.

The study further contributes to broader discussions around employability investment and the future of work. Skilled professionals invest considerable time, effort, and resources into building their career capital through education, experience, networks, and professional development. Migration introduces a new context in which those investments must often be translated, adapted, and communicated to unfamiliar audiences. Understanding positioning strategies can help clarify how that translation process occurs and what factors support successful labor market integration.

For employers, the research highlights the importance of looking beyond qualifications alone. For educators and policymakers, it raises important questions about how employability can be supported more intentionally. For newcomers themselves, it offers a framework for understanding how strategic positioning may influence professional opportunities and long-term career outcomes.

I look forward to sharing more details when the article is published. In the meantime, I welcome invitations to present the findings to universities, public agencies, workforce development organizations, and employers interested in supporting skilled newcomers and strengthening talent integration.

For speaking engagements, workshops, or partnership inquiries, please contact info@be-edge.com.