Introduction
The growing significance of international recruitment
The population of Helsinki is growing especially due to international migration of working-age people (Sinkko & Mäki, 2025). People with a foreign background account for a significant portion of the workforce in the metropolitan area. One in five employed persons in Helsinki, Espoo and Vantaa has a foreign background, and many sectors are dependent on the contributions of foreign-rooted workforce (Saukkonen, 2024). Likewise, the City of Helsinki aims for its staff to reflect the diversity of its residents. In 2024, 11 percent of the city’s employers were foreign language-speaking (Helsingin kaupunki, 2024). With economic fluctuations, the demand for labor also varies. Although unemployment rates are currently exceptionally high (Salorinne, 2025), it is necessary to consider ways to ensure the long-term attractiveness and retention of the workforce.
Some sectors are especially critical to the city – both from the perspective of sufficient service production and that of the population age distribution. The public sector pension institution Keva (2025) has predicted that personnel retirement will challenge the production of public services in the near future. Helsinki has already faced labour shortage, for example in the care sector and early childhood education (Salorinne & Ahtiainen, 2023). Relatedly, circa 13 percent of migrants in the metropolitan area are employed in the division of social services, health care and rescue services (sote) and in the division of education services (Saukkonen, 2024).
Especially the sote sector has a growing need for skilled workers as the population of Helsinki and the whole of Finland grows older. International recruitment is one of the ways in which this need has been responded to. In a study by SuPer, a union for practical nurses, the number of foreign language-speaking employers had grown by five percent from 2023 to 2024, as reported by Finnish- or Swedish-speaking colleagues. The estimated number of internationally recruited employers had increased by 16 percent within the same period of time. (Kiuru & Siranko, 2025.)
Finland is not the only country facing shortage of care workers, and other countries in the European Union have also began recruiting skilled workers beyond country borders. There is movement of care workers both within EU countries and from beyond it: for example, Finnish carers are moving to Sweden and Norway, while the EU is also attracting care workers from countries outside of Europe such as the Philippines and India. The global shortage of care sector professionals means that states are competing for skilled workers. (Koivuniemi, 2023.) To fare well in the competition against other countries, it is important to know which factors shape the attractiveness and the talent retention of Helsinki. Smooth recruitment process, as well as support for integration and for becoming rooted in the work communities, play a central role in this.
The City of Helsinki first started international recruitment in 2023. Skilled personnel have been recruited to Helsinki’s division of social services, health care and rescue services (Sotepe) and to the division of education services (Kasko) using specifically curated orientation and qualification strategies. Personnel have been recruited in groups. While the recruitment process has been extensive for the internationally recruited, the receiving work communities have also received aid in preparing for the arrival of newcomers. For example, managers have received training to lead diverse and multilingual work communities and to orient foreign language-speaking employees to the workplace.
This report examines the experiences of the internationally recruited employers in Sotepe and Kasko. More specifically, it describes experiences regarding the recruitment process, the City of Helsinki as an employer, and Helsinki as a city of residence. The data was collected in the summer of 2025 using an online survey. This pilot was conducted to examine the experiences of the first groups of internationally recruited employees in these sectors at the City of Helsinki. The aim has been to produce descriptive information and develop data collection in order to support international recruitment and settling to Helsinki in the future. In line with the Helsinki City Strategy (Helsingin kaupunki, 2025a), the report describes which factors contribute to the attractiveness and the talent retention of Helsinki. By asking the recruited personnel about their experiences of the work community and life in Helsinki, we can learn to better understand how the attachment and well-being of international professionals in Helsinki and as Helsinki residents could be supported.
Integration begins already during the recruitment process
The City of Helsinki monitors its employees’ experiences and work well-being systematically. Special measures have been taken to remain informed about the experiences of the internationally recruited employees. For example, the Sotepe employees are monitored throughout their qualification process, which lasts for two years. The monitoring includes personnel surveys and regular meetings that allow both networking and giving feedback. Representatives of the city of Helsinki and the recruitment service provider also attend these meetings, allowing opportunities for dialogue.
Some studies have already been conducted to examine how international recruitment to Finland is experienced by the personnel. These studies have suggested that successful international recruitment is challenged by several factors, such as 1) a lack of systematic orientation to the workplace of the newcomers, 2) difficulties in learning the Finnish language, 3) discriminatory treatment, 4) shortcomings in diversity management, and 5) unfair accumulation of work tasks to Finnish-speaking colleagues (Kiuru & Siranko, 2025; Raunio, 2025; Vaittinen et al., 2024). Additionally, moving abroad can be a stressful event to the newcomer, which may be fuelled by missing family and friends back at home. Many also wish to bring their families to Finland. Even more, forming friendships with Finns has been reported to be challenging. (Välimäki ym., 2023; Mankari, 2025.) These social factors may also hinder settling and attaching to the new country.
Some of these challenges can only be addressed after moving to Finland, but much can be done even before arrival. Research has shown that the process of integration begins well before migration, and integration can be supported in the early stages of recruitment (e.g. see Renvik, 2023; Yijälä, 2012; Yijälä et al., 2012).
Before migration, the recruitment service providers are responsible for providing both language education and realistic picture of Finnish working life and society. They must ensure that all recruited employees have reached the required language skill level before arrival to Finland. Additionally, the recruitment service provider is responsible for the verification of educational attainments and professional qualifications and for ensuring smooth migration. The City of Helsinki and the recruitment service provider are both introduced to the recruited employees before migration. At the workplace, the manager and the work community are responsible for providing appropriate orientation to work. The recruited employees are also given support in settling to Helsinki, for example in the form of housing support.
The recruitment practises particularly in the sote sector are steered by requirements imposed by Valvira, the National Supervisory Authority on Welfare and Health. Valvira requires all health practitioners to have sufficient language skills and a legally granted license that allows them the right to practise their profession in Finland. This obligates practical nurses to partake in language studies and studies that either provide them with a new vocational degree or qualify their already attained one before practising as a certified nurse. Thus, as health and welfare practising is monitored under the law, not all aspects of international recruitment are in the hands of the employer or the recruitment service provider. Similarly, bringing one’s family to Finland is not something the employer can propagate, as the Finnish Immigration Service Migri legally oversees all immigration matters.
However, the City of Helsinki attempts to make the recruitment process and settling into work as smooth as possible. Special routes to qualification and temporary titles have been arranged for the internationally recruited Sotepe employees, allowing for them to practise in positions that match their skills. There are certain restrictions to the practises of these positions, which are removed upon obtaining a qualification or a degree certified by Valvira. In Sotepe, the employment contract to Helsinki is tied to studies, and the duration is therefore fixed. Upon graduation, the city aims to hire internationally recruited nurses permanently. The nature of the contract depends on vacancies and resources available. The future of employment is regularly discussed with the internationally recruited.
In Kasko, internationally recruited employees have open-ended employment contracts. In the beginning, the work tasks differ from those of colleagues who already speak Finnish or Swedish more fluently, in that written responsibilities have been removed from them. In both divisions, the employment is full-time.
This study
Data collection
The data was collected using an online questionnaire in summer 2025. The questionnaire was prepared collaboratively with the personnel department of Helsinki and both Sotepe and Kasko divisions. It was based on the information needs of these actors and on prior research literature regarding integration and international recruitment (Kepsu et al., 2009; Kröger et al., 2018; Vartiainen, 2019; Välimäki ym., 2023; Yijälä, 2012; Yijälä, 2023). The aim was to create a questionnaire that can also be used in the future, should international recruitment increase. The questionnaire surveyed experiences regarding the recruitment process, place of employment, work community, and life in Helsinki.
The form consisted primarily of statements, to which the agreement was rated on a Likert scale (e.g. on a scale from 1 = fully disagree to 5 = fully agree). There were 28 items or sets of items in total. At the end of the questionnaire, there was space for respondents’ free comments. The respondents were active in sharing their thoughts in this free comment section, and these comments will be used to provide depth to the quantitative results of the study.
The online questionnaire was shared via email to a total of 138 internationally recruited Sotepe and Kasko employees. It was sent directly from the unit of Urban Statistics and Research of Helsinki. Managers or other representatives of the employer were not involved with the data. This was done to ensure confidentiality. The questionnaire could be filled during working hours, and partaking in the study was voluntary and anonymous.
Respondents
A total of 81 internationally recruited employees filled in the questionnaire, making the response rate 59 percent. Such a high response rate indicates that the participants were interested in the study and wanted to be heard. Majority of the respondents were women (86 %), and the average age of the respondents was 38 years. The gender distribution in the sample is similar to the typical gender distribution in sote (Tilastokeskus, 2024). As only a few employees have been internationally recruited to Kasko, the participants could not be asked to disclose the sector they work in for privacy reasons.
Respondents’ time spent in Finland ranged from eight months to three years. On average, the respondents had spent a year and a half in Finland.
The questionnaire was available in Finnish, Swedish and English. Most respondents (86 %) completed the questionnaire in English, and the rest did so in Finnish. The respondents were also asked to evaluate their Finnish or Swedish language skills. A small majority (56 %) rated their skills as beginner-level, and the rest (43 %) considered their skills intermediate.
Bringing one’s family to a new country can be seen as an indicator of intentions to settle down in the country (e.g. Koptsyukh & Svynarenko, 2024). The Helsinki City Strategy (2025) states that in addition to supporting international skilled workers, the city should also support their families. For this reason, participants were also asked about their family. Over a half (63 %) of the respondents were in a relationship, and out of these, 61 percent had a partner in Finland. Almost a quarter (23 %) had children abroad, while fewer (14 %) had children in Finland. Most respondents (77 %) wished to bring their family to Finland.
Almost every respondent had worked abroad before coming to Finland. The Sotepe employees had all been recruited from countries other than their home country. In other words, respondents had international work experience, and career-related reasons were a central factor in determining their international mobility. Indeed, when asked about reasons for moving to Helsinki, almost all rated career opportunities as one of the most significant reasons. Additionally, one in two respondents (52 %) had chosen to move to Helsinki for financial reasons.
Literature shows that internationally recruited employees are often hired for positions that are below their qualification and skill level (e.g. Mankari, 2025; Näre, 2024). In this study, one in six (16 %) of respondents felt that they were overqualified for their current position. Some of this experience may be accounted for by prior degrees that do not correspond to titles found in the Finnish sote sector. However, in this data, the rate of overqualification was not exceptionally high. Using data collected by the Finnish Institute for Health and Welfare (THL; MoniSuomi 2022), Saukkonen and Tanska (2025) found that over one in four (27 %) of the Finnish foreign-born population feel that they are overqualified for their current position.
One in ten (11 %) of respondents reported that their income is not sufficient to cover their expenses. It is worth noting that in the sote sector, the income level of nurses is below that of the mean income (Tilastokeskus, 2023).
Findings
In this section, the central results of the study will be presented. Due to the small sample size, most results presented will be descriptive in nature, ranging from percentages to simple correlations instead of more complex statistical modelling. To complement these quantitative results, respondents’ free comments to the questionnaire will be utilised.
The results are presented in four thematic sections, starting with experiences of the recruitment process and advancing to experiences of Helsinki as a place of employment. After that, results regarding experiences of Helsinki as a place of residence, with a specific focus on the attractiveness factors of Helsinki, will be presented. The last section describes respondents’ social relations in Helsinki, with results relating to the work community, friendships and experiences of unequal or discriminatory treatment. Alongside social relations, respondents’ future plans are also addressed, as social relationships were found to differentiate the respondents’ experiences and also broaden the emerging picture of Helsinki’s ability to attract and retain talent.
The results will be discussed in relation to prior surveys and academic research. The literature utilized to discuss the findings primarily focuses on the sector of social services and health care, as most of the respondents and prior studies come from this sector.
The recruitment process and move to Finland
As a part of pre-migration education, the internationally recruited employees of Helsinki began language studies and familiarisation with Helsinki, Finnish culture and the workplace circa six months before moving to Finland. The results revealed that respondents were highly satisfied with the pre-migration recruitment preparations when rating satisfaction on a scale from 1 (very dissatisfied) to 5 (very satisfied). Over 90 percent of respondents were satisfied with access to information regarding Finland, Finnish culture and Helsinki. They were equally satisfied with support provided for moving and settling in Finland. Satisfaction was high for access to information about the workplace and language learning support as well (84 %).
Participants were also asked to assess how stressful they found the move to Finland, getting used to life in Helsinki, and starting their job at the City of Helsinki. Most respondents (62 %) did not find moving to Finland very stressful. A third (31 %) found it somewhat stressful, and only a few reported finding it very stressful.
When asked about getting used to life in Helsinki, a large majority (77 %) of respondents did not find it very stressful. One in five (21 %) found it somewhat stressful, and again only a few found it very stressful. Starting work at Helsinki was found to be more stressful than moving to Finland and getting used to life in Helsinki. Still, more than half (54 %) did not find starting work at Helsinki very stressful. One in three (36 %) found it somewhat stressful, and one in ten found it very stressful. In the open comments section, respondents suggested ways in which starting at work could be made into a less stressful experience:
”Pair new international hires with either a Finnish peer or another international colleague who has successfully settled in.”
These results suggest that arrival and settling in Helsinki was not very stressful. This may be due to the extensive preparations that began well before moving to Finland. Additionally, as the respondents had prior experience of working abroad, they were familiar with the process of starting anew in a new country. Satisfaction with the recruitment process and arrival to Finland was mentioned in the open comments as well:
“Everything I need to settle down was provided to me.”
Employee experiences of Helsinki
International recruitment takes a lot of effort from the recruited themselves, as well as from the work community and the employer. Thus, it is hoped that the recruited employees are satisfied with their new place of work and wish to stay there. In Helsinki City Strategy (2025), it is stated that the city must invest in the quality of employee experience and to ensure that all employees have pleasant and encouraging working conditions. Following this, the study was also interested in experiences regarding Helsinki as an employer and management at place of employment.
Satisfaction with management and the employer was high: over 95 percent of respondents reported that they could trust both the city and the management. Almost all respondents (91 %) reported feeling that their manager was supportive and encouraging, and large majority (88 %) also felt that their manager trusted them. Although these results cannot be directly compared to other personnel surveys due to different phrasing of questions and different sample populations, it appears that internationally recruited employees’ experiences of management were not more negative than those of other workers in the same sectors. In a large-scale personnel survey (Kunta10) conducted last year (2024), 77 percent of sote workers and 83 percent of Kasko workers felt that they were supported by their manager. The results of a Helsinki-based personnel survey (Fiilari) showed that 82 percent of the employees in hospital, rehabilitation and care services felt that they their manager trusted them. In early childhood education, the corresponding percentage was 87.
Employee experience was examined using a total of 14 items that could be answered on a scale from 1 (very dissatisfied) to 5 (very satisfied). Satisfaction was highly common: over 80 percent of respondents were satisfied or very satisfied with nine out of fourteen factors. Satisfaction was highest with working hours, which only a few respondents were not satisfied with. Satisfaction was second highest with the orientation to the rights of the employee. Figure 1 shows the percentages of respondents who were satisfied or very satisfied with different aspects of the employee experience.
The respondents were a bit less satisfied with support for partner’s employment and for finding housing, with the multilingual practises and language learning support at work, and with the workplace atmosphere. Although most respondents were satisfied with these aspects, too, their average level of satisfaction was lower (below 80 percent) than for the other aspects of employee experience. Lower satisfaction with these aspects was also observable in open comments. Bringing family to Finland was found to be difficult: respondents asked for more support in family unification and the employment of partner. Respondents also asked for more support in finding affordable housing.
Similarly, respondents hoped for more language learning support, as they found learning the Finnish language challenging. Finnish was named as a factor affecting both efficiency at work and social well-being. Many respondents felt that they would have needed more extensive language education and hoped to learn more job-specific terminology instead of focusing on nursing duties in their qualification studies. As in the quantitative results presented in Figure 1, the open comments also highlighted a need for multilingual practises at the workplace:
“I think the language is very important factor to hire for future upcoming employees. Because if your language level is poor, it is very difficult to manage the work and to communicate to others.“
“Encourage a workplace culture where English is used alongside Finnish in meetings, documentation, and daily communication – especially in international teams.”
It is also noteworthy that one in four respondents was not satisfied with workplace atmosphere. This finding aligns with Keva’s national study regarding the experiences of all public sector workers (Pekkarinen et al., 2024).
Workplace atmosphere was also addressed in open comments, and some respondents had ideas for improvement. The social aspects of workplace atmosphere will be discussed in more detail in section Social relations and future plans. However, the comments suggested that the nature of the work and the lack of gratitude subjected to employees’ efforts may affect workplace atmosphere negatively:
“Give more importance and listen more to the permanent employees that are working so much to survive the daily stress at work. The department has been smoothly working because of their loyalty.”
These results somewhat diverge from prior literature. SuPer’s study revealed that multilingual care work communities are challenged by insufficient language support for the foreign language-speaking employees and by a lack of shared linguistic and cultural guidelines at the workplace (Kiuru & Siranko, 2025). Although this study found challenges relating to language as well, respondents were still relatively satisfied with workplace language practises and with orientating to work.
In addition to introducing the internationally recruited employees to their new job and country well before their arrival, the workplace itself also prepared for the arrival of newcomers in a systematic manner. For example, the work community, including managers, had opportunities to attend training regarding multiculturalism and the use of so-called simple Finnish. These preparations reflect in respondents’ high satisfaction and trust towards the employer: satisfaction with the recruitment process was strongly associated with satisfaction to working for Helsinki (r = .60, p < .001). High employer satisfaction was also emphasised in open comments:
”Helsinki for me is the best employer.”
The attractiveness of Helsinki
The international competition of skilled workers means that Helsinki competes both as an employer and as a city of residence. To understand the attractiveness of Helsinki as a city, respondents were asked to rate the attractiveness of a total of 12 aspects of Helsinki.
On average, Helsinki was considered an attractive city: when rating Helsinki on a scale from 1 (not unattractive) to 5 (very attractive), the average score was 4,4 (= attractive). Respondents appeared to find the balanced everyday life in Helsinki most attractive. Over 90 percent of respondents found access to nature, study opportunities, work-life balance and opportunities for hobbies and leisure activities attractive. Over 80 percent considered the functionality of the city, general safety, opportunities for career advancement and cultural diversity attractive. For more detailed information, see Figure 2.
The general standard of living, healthcare and social services and services for families and children were rated as attractive a little less often. Still over 75 percent considered these aspects of living in Helsinki attractive. The same themes were mentioned in open comments as well and subsequently linked to the importance and challenges posed by language: Finnish was seen as a barrier to accessing healthcare and migration services and getting to know new people.
“An English-friendly Helsinki would be a dream come true. Accessing essential services—such as healthcare—can be difficult when Finnish or Swedish are the only accepted languages. Greater support for other commonly spoken languages, especially English, would help make Helsinki more inclusive and accessible for everyone.”
“More information about local services in English or other common languages would also help with integration. Overall, the public transportation system and cleanliness in the city are excellent – thank you for that!”
Results regarding the attractiveness of the ease of getting to know new people stood out from the other aspects of life in Helsinki. Almost half (47 %) of the respondents did not consider the ease of getting to know new people an attractive factor. Social relations will be discussed in more detail in section Social relations and future plans. Challenges related to getting to know the locals were addressed in the open comments as well:
“I would love to see more cultural events that actively encourage participation from people of different racial and ethnic backgrounds. As a member of a minority group, it can be challenging to connect with individuals from other nationalities.”
Respondents were also asked about their well-being and work ability. Most respondents (circa 80 %) considered both their quality of life and work ability good. Most of the remaining respondents considered both moderate. A better quality of life was associated with a better work ability (r = .67, p < .001).
Few considered their life quality and work ability poor. This is at least partly explained by selective migration (Agyemang et al., 2012). In line with prior research, being apart from family and the challenges related to bringing family to Finland were named as factors causing distress:
“I believe well-being is a core value in Finland. I am currently applying for a family ties residence permit to bring my [child] here. The application was submitted [months ago], but I have not yet received any update. This uncertainty deeply affects both my [child’s] and my own well-being.”
Respondents considered their well-being better than migrants in the metropolitan area on average do (Saukkonen & Tanska, 2025). Similarly, their well-being scores appeared higher than those of public sector workers on average (Pekkarinen et al., 2025), although these scores are not directly comparable due to differences in questions used to assess well-being. Furthermore, fewer internationally recruited employees considered their working ability poor compared to workers in childhood education generally. Out of early childhood educators, one in five considered their working ability poor in 2024 (Pekkarinen et al., 2025).
Put together, these results indicate that Helsinki is an attractive city, where the internationally recruited employees of the City of Helsinki are well. As in previous research regarding internationally recruited carers and in other working-life contexts, the challenging Finnish language hampers settling down in the city, getting to know new people, and accessing essential services (e.g. Kepsu et al., 2009).
Social relations and future plans
Social encounters
A receptive society is equal and inclusive, where intergroup relations are positive (TEM, 2005). These qualities are crucial for intentions to move and to stay in a country and for successful integration. Unequal treatment shapes the international reputation of a country (Irimiás & Michalkó, 2016), makes finding employment challenging (Ahmad, 2025), and weakens attachment to society (Jasinskaja-Lahti et al., 2012).
Next, respondents’ experiences regarding social relations both at the workplace and generally in Helsinki will be described. It is important to examine both positive and negative encounters, as they work together to shape experiences of the workplace and Helsinki. Additionally, positive experiences can help build resilience against negative encounters (Árnadóttir et al., 2018). Furthermore, looking at experiences both at work and outside of it is important as these may reflect on one another. For example, social bonds formed at the workplace may provide a basis for social life outside of work, whereas negative experiences outside of the workplace may make one more sensitive to discriminatory experiences at work (see Barreto & Ellemers, 2015; Major et al., 2002).
Respondents who were satisfied with workplace atmosphere were also more likely to trust the employer and manager at work (r = .54; p < .001), and to generally have more positive experiences of the work community (r = .58, p < .001). However, one in four respondents was not satisfied with workplace atmosphere.
Fair and equitable treatment of employees is one of the most crucial factors in shaping both work ability and the atmosphere at work (e.g. Wilcox & Koontz, 2022). The newest personnel survey conducted at the City of Helsinki (Fiilari; Helsingin kaupunki, 2025) revealed that the majority (71 %) of employees in both hospital, rehabilitation and care services and early childhood education felt that personnel was treated fairly and equitably. In this subdivision of Sotepe, treatment was not rated as fair by 15 percent of respondents, and for Kasko employees, this rate was 16 percent. In the current study, while almost all (89 %) respondents felt that they belong to their work community, a third (33 %) felt that they were not in an equal position to their Finnish colleagues. Additionally, almost two thirds (61 %) felt that they had to perform better at their job than their Finnish colleagues in order for others to be satisfied with their work, indicating experiences of unequal treatment. The distribution of answers to these questions is presented in Figure 3. In the figure, first five statements are positive, and the last four are negative.
Some issues regarding trust within the work community were also detected. One in four respondents (25 %) did report feeling as though their co-workers trusted them, and almost an equal amount (27 %) felt that they could not trust their co-workers. Less distrust was detected when it came to clients: only 14 percent did not feel as though their clients have confidence in them and their skills.
When asked about discriminatory behaviour and negative attitudes towards the respondents’ foreign background, one in ten felt that Finns do not accept their foreign background. Only a few felt unaccepted by co-workers. This diverges from the findings by SuPer (Kiuru & Siranko, 2025), where it was reported that almost one in five (18 %) of foreign language-speaking nurses had experienced racism at their place of work. Out of the nurses who had experienced racism, most had been subjected to it by co-workers (74 %) and clients (61 %). Relatives of clients (36 %) and managers (16 %) were also reported as having behaved in a discriminatory manner. Although the current study did not include questions regarding the relatives of clients, it is assumed that experiences with them shape experiences of both the workplace and social relations with the Finnish majority.
Respondents had also experienced explicit discrimination: 16 percent of respondents had experienced being insulted, name-called or otherwise discriminated against in Helsinki. Additionally, a significant portion of respondents could not evaluate whether or not their foreign background is accepted (“Neither agree nor disagree”). The distribution of answers to items regarding discrimination and negative attitudes is presented in Figure 3. Some respondents may have found it difficult to report negative attitudes due to lack of information or to avoid appearing overly critical, which may explain at least a portion of these seemingly neutral responses.
Negative encounters at work and outside of it are a part of a whole: experiences of discrimination and negative attitudes were associated with experiences of the work community (r = -.35, p < .001). Respondents with experiences of discrimination in Helsinki were more likely to feel like they are not a part of the work community (r = -.41, p < .001) and that they are not equal to their Finnish co-workers (r -.36, p < .001). They were also more likely to experience less reciprocal trust with co-workers (trust towards co-workers: r = .40, p < .001; trust towards the self from co-workers: r = -.21, p < .001). Additionally, experiences of discrimination and of foreign background not being accepted were associated with poorer life quality (r = -.31, p < .01).
As mentioned above, almost every second respondent felt that the ease of getting to know new people was not an attractive quality of life in Helsinki. Difficulties in getting to know the locals appeared to manifest in respondents' experiences of friendships in Helsinki. Over one in ten (12 %) had no friends or acquaintances in Helsinki. Having no Finnish friends was even more common: two in five respondents (41 %) did not have Finnish friends, despite almost every respondent expressing that it would be important to have Finnish friends. Respondents who had lived in Helsinki for a longer period of time were more likely to have Finnish friends (r = .36, p < .001).
Overall, the results show that most respondents felt that they belonged to the work community. This finding is rather positive, yet the work communities do not appear to be fully equal. Respondents are also at risk of feeling socially excluded and lonely due to challenges in getting to know the locals. In light of these results, it appears that the fragility of internationally recruited employees’ social relationships, such as experiences of exclusion and inequality, should be examined and addressed as a whole.
Future in Helsinki
The study also looked at the attractiveness and the talent retention of Helsinki. Respondents were asked to evaluate the likelihood of moving away from Finland and of changing their place of work. Almost half (47 %) considered moving away likely, and over one in three (37 %) found changing place of work likely. There was an association between intentions to move and intentions to change place of work: the likelier one considered changing place of work, the likelier they considered moving away (r = .36, p < .001). In other words, many saw their future of employment outside of Finland.
A longer time spent in Finland was associated with a lower likelihood to change place of work in the future (r = -.31, p < .01), indicating that attachment to the job increased over time. No similar association was found between time spent in Finland and intentions to move from Finland. These results indicate that respondents grew attached to place of work with time but did not similarly attach to Helsinki. Thus, the results suggest that as an employer, the City of Helsinki plays an important role in integration and in Helsinki’s ability to retain internationally recruited employees.
When interpreting these results regarding the attractiveness and retention ability of Helsinki, it must be kept in mind that the respondents were internationally recruited and internationally experienced in their profession. Career opportunities were the most significant reason for moving to Helsinki. Furthermore, the relationship between the intentions to change place of work and intentions to move from Finland may be explained by the nature of the respondents’ residence permits, which are dependent on their employment. Indeed, this employment-tied residence permit caused concern among respondents:
“I wish that after we finish our studies, the City of Helsinki would continue to support us and give us the opportunity to become regular employees. It's really hard for us to live here in Finland without work.”
Additionally, the respondents did not differ from an average worker in these sectors when it comes to intentions to change place of work. In a large-scale personnel survey (Kunta10; TTL, 2024), it was found that in Sotepe, 41 percent of employees had considered changing their place of employment. In Kasko, the corresponding percentage was 36. The nature and circumstances of care work may explain these percentages: while work strain is high, the pay is considered to be too low (TTL; 2025; Tehy, 2022), hindering the retention ability of care work. Therefore, it is likely that dissatisfaction with the employer does not explain intentions to change jobs. This interpretation is further supported by the high satisfaction with Helsinki as an employer.
Furthermore, other international experts have been found to consider moving away as well. For example, in a study about experts in the field of technology, less than half of respondents intended to settle down in Finland permanently (Murto & Hopeaketo, 2025). Thus, intentions to move away were not extraordinarily common in the current study.
The importance of social relations for the talent retention success of Helsinki
Finally, the relationship between social relations in Helsinki and the talent retention of Helsinki will be examined. Välimäki et al. (2023) found that for international experts, social relations were crucial for forming attachment to Finland. If they were lacking in either quality or quantity, moving away was considered more likely. It is thus important to examine how social experiences shape the internationally recruited employees’ intentions to stay in or leave Helsinki.
However, in this data, no statistically significant relationship was found between the quality of social relations and intentions to move or to change place of work. Nonetheless, it is worth noting that longer time spent in Finland was associated with less intentions to change place of work in the near future (r = -.31, p < .01). Social relations may contribute to this association: the longer one lives in Finland, the more they have both positive and negative experiences of social encounters. In Helsinki, it is important to avoid the problem identified by Välimäki and colleagues (2023): in their study, participants who had lived in Finland for longer found Finland more socially excluding than those who had arrived more recently.
Because the sample of the current study was small, only the strongest associations reached statistical significance. However, the data revealed trends that were on the verge of statistical significance (p < .10). When looking at these near-significant results, experiences of discrimination were associated with stronger intentions to change place of work (r = -.21, p = .06). Furthermore, the more the respondents felt that their clients trusted them, the more unlikely they considered moving away in the near future (r = -.21, p < .05).
Although these results are only tentative, the data revealed significant challenges in forming social relationships in Helsinki. Based on the results obtained and previous literature (Välimäki et al., 2023; Kepsu et al., 2009; Yijälä et al., 2012), it can be assumed that the quality of social relationships also matters for Helsinki’s ability to retain employees.
Conclusion
Central findings
This study examined the experiences of the internationally recruited employees in Sotepe and Kasko at the City of Helsinki. Satisfaction with Helsinki as both an employer and a city of residence was high. Helsinki was seen as having several attractive qualities, such as access to nature, leisure time opportunities and work-life balance. The City of Helsinki and workplace management had the respondents’ confidence. Most respondents were satisfied with different aspects of working for Helsinki, such as working hours, income, orientation to work and support at work. Satisfaction was a little lower for housing support, support for partner’s employment, multilingual practises at work, language learning support, and workplace atmosphere. However, a significant majority of respondents was satisfied with these aspects as well. Most respondents also considered their quality of life and working ability good.
The data did reveal some challenges as well. These were related to attachment to the work community and city of residence. Although most respondents felt that they belong to their work community, one in three did not feel that they were equal to their Finnish colleagues. More than half respondents also felt that they had to perform better at their job in order for others to be satisfied with their work. While only five percent of respondents felt unaccepted by colleagues because of their foreign background, 16 percent had faced explicit discrimination in Helsinki. The ease of getting to know new people did not appear to be an attractive quality of Helsinki, and few respondents had Finnish friends.
While having one’s expectations met regarding the nature of work and livelihood is important for migrants’ (work) well-being and the retention ability of Finland, having fulfilling social relations can be just as important (e.g. Mähönen et al., 2013; Välimäki et al., 2023; Kumpikaitė-Valiūnienė et al., 2025). Good relations within the work community are a source of social support and enforce language learning (e.g. Pressley et al., 2022). In this study, the most significant challenges found were related to the local language and social relations (see also Vaittinen et al., 2024; Välimäki et al., 2023; Kiuru & Siranko, 2025).
In line with this, Finnish language skills were also associated with challenges in social relations, such as unequal treatment (see also Kepsu et al, 2009). One respondent put it like this:
“If a new nurse is recruited from another country, it is better for them to focus more on language studies than on nursing skills. I believe that they already know how to handle their responsibilities and perform their duties as nurses. What we need to prioritize is improving their language skills so that they can communicate effectively in the workplace and avoid experiences of bullying or discrimination.”
Almost half of the respondents intended to move away from Finland, and almost one in three found changing place of work likely. These numbers do not differ from the findings of other sote personnel surveys (e.g. Kunta10; TTL, 2024) and research examining other skilled migrants (e.g. Murto & Hopeaketo, 2025). It appears that more efforts are needed to improve the retention ability of Helsinki, as stated in the Helsinki City Strategy (Helsingin kaupunki, 2025).
A study conducted among international technology experts in Finland (Murto & Hopeaketo, 2025) indicated that Finland’s ability to retain talent has weakened in the past year. More than half the respondents were concerned about the ongoing public debate regarding immigration in Finland, and migration policies and the socially excluding culture were named as factors contributing to intentions to leave Finland. This shows that in addition to personally experienced social encounters, the general societal atmosphere also has a role in shaping how newcomers see their new country of residence and their future in there.
The results of the current study indicate that although the City of Helsinki’s ability to retain employees as a workplace increases over time, the same does not occur for Helsinki as a city of residence. This may be partly explained by social relations, indicating that as an employer, Helsinki may be able to support integration to Helsinki and Finland: the longer the work contracts extend, the more the internationally recruited have opportunities to gain positive experiences with Finnish colleagues and clients. These positive experiences feed into a positive overall experience of the national majority group and the society (Allport, 1954; Mähönen & Jasinskaja-lahti, 2016), fostering belonging. Feelings of belonging promote commitment to the work community and support well-being (e.g. Bergbom & Vuorento, 2025; Baumeirster & Leary, 1995). Simultaneously, resilience against experiences of being socially excluded may grow (e.g. Árnadóttir ym., 2018).
Therefore, tackling inequality and promoting good social relations is important both for the sake of the internationally recruited employee’s well-being and the retention ability of Helsinki. Supporting language learning is another crucial aspect of strengthening the retention of skilled workers: knowing the local language enables interaction with locals and promotes experiences of belonging to the community (Kokkonen et al., 2019; Yijälä & Luoma, 2018, p. 79-83).
Due to the small sample size of this pilot study, the results should be interpreted with caution. First, the descriptive statistics presented cannot be used to establish causal relationships. However, the findings are aligned with prior studies regarding integration and international recruitment. Second, it is important to consider the unique nature of the sample in interpreting the results. The sample consists of trained workers, who have been actively recruited because of their education and skills, and who have prior experience of working abroad. All of these factors contribute to their experience of Helsinki and the integration process. Their experiences of migration should not be generalised to represent those of all migrants.
Although internationally recruited employees appear to have several background factors aiding them in settling to Helsinki, it is also important to heed the challenges they face. A work-based residence permit may compel the recruited to overstate the positive nature of their experience and to express gratitude (e.g. Wide, 2023). Like this study, many other studies have also shown that migrant workers feel pressured to perform better at their job than their Finnish colleagues (e.g. Näre, 2024). These kinds of pressures could have influenced the respondents’ ratings of Helsinki. However, participants were informed of the anonymity and confidentiality of their responses. Subsequently, it appears that respondents felt able to criticize their employer and the Finnish majority as well.
Research-based recommendations
Utilising findings of prior literature and the current study, we suggest practises that support internationally recruited employees’ well-being and rooting down to Finland (see also Bergbom & Vuorento, 2025; Kiuru & Siranko, 2025; Renvik, 2023; Alho, 2025 for more recommendations). The suggested practises involve the whole work community, as supporting the whole unit is crucial for ensuring workplace well-being and atmosphere in increasingly diverse working environments (see Kaasinen & Kiuru, 2023). Care work brings about unique stress factors, which must also be taken into consideration in managing these work communities (e.g. Väänänen et al., 2025). For international recruitment to be ethical for all parties involved, the responsibility for language learning and settling down cannot be placed fully on either the internationally recruited or their new co-workers (see Vaittinen, 2025). Instead, involving the whole community by, for example, agreeing about language practises at the workplace (Strömmer et al., 2025) and providing opportunities for positive interaction via buddy and mentoring programs (Bergbom & Vuorento, 2025) can promote the well-being of the whole work community in the changing work life. Many of these practises have already been undertaken at City of Helsinki. For example, all internationally recruited employees have personal supervisors.
Language-aware working environment: Learning the Finnish or the Swedish language should be supported not only in situations related to work, but also in more leisurely situations, such as during coffee breaks. Common guidelines on which languages should be used should be made with consideration toward situational demands and energy levels. Colleagues who are learning Finnish should be given opportunities to use Finnish instead of switching the communication language to English when they enter a conversation. Although services must be available in Finnish, English is often an important aid in more free-form conversations and when addressing complex topics.
Training the work community: Committing to antiracist and anti-discriminatory conduct is mandatory and the employer should enforce this by providing appropriate training. Antiracist, anti-discriminatory and culturally sensitive training for the whole work community is needed to avoid experiences of unfairness, unclear situations, and the discrimination and social exclusion of internationally recruited employees.
Equal acknowledgement of skills and effort: The internationally recruited employees’ skills and efforts should be acknowledged similarly to their Finnish colleagues: their skills should not be underestimated, and they should not be expected to work harder than others. It is also important to understand that adjusting to a new workplace is different and may take longer for the internationally recruited than for Finnish employees, who are already used to the Finnish work culture.
Supporting the workplace atmosphere and community: To support adjustment to the workplace, the internationally recruited could be paired with a more experienced workmate at the workplace. Arranging regular meetups for the internationally recruited groups, where employees can get peer support and learn more about the Finnish society and working life, would similarly aid in adjusting to both work and life in Helsinki more generally. Communal activities and events support well-being especially in sectors with such heavy workload, and provide opportunities to form bonds with co-workers outside of the busy work environment.
Actively discussing the future of work: If the contract is fixed-term and the future of work is uncertain, planning one’s future in Helsinki can be challenging. Discussing the future not only makes it easier to plan the future but also encourages commitment to the workplace and forming personal bonds outside of work in Helsinki.
Management is crucial in implementing these practises for several reasons. Firstly, in the study by SuPer, native language-speaking employees wished for clear guidelines on how to approach cultural differences and language practises at the diversifying workplace (Kiuru & Siranko, 2025). It is the responsibility of workplace managers to take charge of creating shared guidelines for the whole work community. Second, managers function as an example to the work community. How they orient to ethnic-cultural diversity signals to the whole work community, including the internationally recruited, of the values and expectations of the organisation. This shapes the community culture and can strengthen the internationally recruited employees’ commitment to the work community (Xenikou, 2014). The respondents’ high levels of trust towards management should be actively maintained and enforced by working to strengthen trust more generally within the work community.
Concluding statements
Surveying the experiences of internationally recruited employees is important for developing a sustainable recruitment strategy and for supporting the well-being of recruited employees. This pilot study can function as a basis for upcoming follow-up studies. The study concludes that while the City of Helsinki has succeeded in many areas of recruitment, some aspects require further attention.
When interpreting the results, it should be noted that some factors beyond the actions of the City of Helsinki, such as the receptiveness of the new home country (Renvik & Säävälä, 2024), also affect Helsinki’s attractiveness and ability to retain employees. At the same time, experiences of work life shape how the society as a whole is experienced. Considering this, the employer and the work community have good opportunities to support internationally recruited employees’ adjustment and settling to Finland.
Finally, we would like to express our gratitude to all respondents for sharing their experiences and views. We are also thankful to our collaborators at the Central Administraton, Sotepe, and Kasko for their valuable comments on this work.
Mai Korhonen is a project researcher and Tuuli Anna Renvik a chief specialist at City of Helsinki, Executive Office, Urban Research and Statistics.
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