Making Sweden number one for international talent – A shared responsibility

This ambition, while bold and inspiring, requires more than just good intentions. It calls for coordinated action, long-term thinking, and a national strategy that reflects the realities and ambitions of the very people Sweden is hoping to attract - and retain.

Moving beyond silos: The case for a holistic approach

During the minister’s visit, the conversation quickly moved to the practical challenges international professionals face when settling in Sweden. Minister Forssell acknowledged that while Sweden offers many advantages - from a strong welfare system to work-life balance and natural beauty—there are significant bureaucratic and structural hurdles still in the way.

“We need to move away from working in silos,” he said. “Instead of fragmented processes handled by different authorities, we should strive for more integrated one-stop-shops that make it easier to navigate everything from permits and housing to schools and social life—more like the way International House Gothenburg works, in close collaboration with the Statens Servicecenter just around the corner.”

Indeed, this holistic perspective is something many international professionals and their families echo. People move to Sweden for a variety of reasons—career opportunities, research, education, love—but if they want to build a life here, it requires more than just a job. It includes access to affordable housing, quality childcare, educational options, and a social fabric that makes people feel welcome and included.

A family-centred strategy

Another key point raised by Minister Forssell was the need to think about the whole family when talking about attracting and retaining talent. When someone moves to Sweden for work or research, their spouse or partner is often making just as big a sacrifice—leaving behind a career, a support network, and a sense of identity.

To truly succeed in the global competition for talent, Sweden must create an ecosystem where the entire family can thrive. That means considering issues such as employment support for accompanying partners, language learning opportunities, and pathways to integration for children.

From career sacrifice to career restart

During the visit, Sheeba Alakkal, now a member of the team at International House Gothenburg, shared her personal journey with the Minister. Originally from India, Sheeba had a successful career in finance and served as an HR manager at a large corporation. When her husband received an opportunity to work in Sweden’s automotive sector, they decided to move—chasing a dream of a better future together.

“Where I come from,” Sheeba explained, “you have to run faster than everyone else to be successful. So when I arrived in Sweden, I started attending random networking events—just to begin somewhere.”

Through these early steps, Sheeba eventually found her way to International House Gothenburg, where she first joined as an intern through the Jobbsprånget programme. Her energy, dedication and international experience quickly made an impact, and she is now part of the IHG team, working to support others on similar paths.

“I found a community of like-minded people,” she said. “I went to every event I could. It wasn’t just about finding a job—it was about understanding Swedish culture, building relationships, and finding a place in society.”

Thanks to those efforts, Sheeba not only developed friendships but also celebrated Midsummer with a Swedish family—something she credits with giving her a much deeper sense of belonging.

Minister Forssell was visibly moved by her story. “Everyone who moves here should have the chance to celebrate Midsummer with a Swedish family,” he said. “If every Swede opened up and invited just one international into their networks and traditions, many of these challenges would solve themselves.”

Work visas and retention gaps

One of the more technical—but no less urgent—issues discussed was the current structure of Sweden’s work visa policies. Today, for example, international master's students who graduate from Swedish universities have a very short window in which to find a job and secure a residence permit.

Likewise, highly skilled professionals who have moved from non-EU countries have just three months to find a new job if they lose the one they originally came for. This puts unnecessary pressure on individuals and limits Sweden’s ability to retain talent that is already here, invested, and integrated.

Lovisa Bohlin, Manager at International House Gothenburg, put it clearly: “We need a national strategy that takes these issues into account. Without reform, we risk losing people we’ve already successfully attracted—people who want to stay, contribute, and build a future here.”

The role of government – and the rest of us

So what can the government do to support this transition?

Certainly, policy change is a crucial piece of the puzzle. But as the Minister himself emphasised, this is not just a job for the national government. Municipalities, businesses, civil society, and individual citizens all have a part to play in building a more welcoming, competitive, and inclusive Sweden.

During the lunch session, Minister Forssell listened attentively to stories from participants in the International Partner Programme—a new initiative designed to help accompanying partners find meaningful pathways into Swedish society and working life.

This programme, launched on the same day as the Minister's visit, represents a step forward in addressing one of the most overlooked gaps in Sweden’s talent ecosystem: the needs of the accompanying partner. Whether it’s through career coaching, mentoring, or simply helping people understand the “unwritten rules” of Swedish society, the programme offers both practical support and a vital sense of community.

Funded by Tillväxtverket, the pilot initiative reflects the growing recognition that attracting international professionals must go hand in hand with helping their families to succeed.

A talent bank ready to be tapped

For employers in the Gothenburg region and beyond, this is not just about inclusion—it’s about opportunity.

“There is already a vast pool of highly skilled international professionals living in Sweden,” said Lovisa. “Many of them are eager and ready to contribute their experience, knowledge, and drive. We want more companies to join us in creating inclusive pathways into the Swedish labour market.”

By recognising and engaging this underutilised talent, companies not only strengthen their own competitiveness—they contribute to making Sweden a more attractive destination for future talent as well.

Sweden’s moment to lead

There is growing global competition for talent. Countries across Europe and beyond are reforming their immigration systems, investing in integration programmes, and launching bold new strategies to attract the best and brightest minds.

If Sweden wants to lead, we must do more than keep up. We must innovate. That means streamlining bureaucracy, expanding support for families, and rethinking the way we view integration—not as something that takes place after arrival, but as something that begins the moment someone considers Sweden as a destination.

Minister Forssell’s visit was an encouraging sign that these conversations are gaining traction at the highest levels. But the work is just beginning.

If we want to make Sweden the number one country in Europe for international talent, we need long-term strategies, deep collaboration across sectors, and most importantly: an openness to the people who are already here, ready to build, connect, and thrive.