Managing the well-being of temporary skilled migrants

The war for talent, whereby skilled workers move between countries, continues to remain a global issue. This paper is informed by the human resource management (HRM) literature on global careers of skilled migrants and their cross-cultural adjustment and well-being. These literatures draw on human capital theory to understand skilled migration. In this paper, a case study of Western Australia's answer to addressing skills shortages by employing skilled migrant workers through temporary skilled migration schemes (employer-sponsored) situates the discussion within the role of HRM. Temporary skilled migrants are vulnerable in that they can experience a number of stressors, including long periods of separation from their loved ones, commencing a new job in an alien environment and resettlement tasks. The paper makes a contribution in utilising Al Ariss and Syed's (2011) model of human capital drawing on social, cultural, economic and symbolic forms of currency for temporary skilled migrants. This group is not homogenous in that they all draw on these aspects of human capital in varying ways. By addressing the gaps, HRM can add value in providing assimilation strategies for temporary migrant workers that supports retention and ensures improved worker well-being.