Migrant Talent in Portuguese SMEs: From Hiring to Genuine Inclusion

Micro, small and medium-sized enterprises dominate the Portuguese business landscape. Across the European Union, they represent 99% of all companies and employ more than 85 million people. SMEs are therefore central not only to the economy, but also to the professional integration of migrant workers.

In Portugal, labour shortages and an ageing workforce have increased the importance of migrant employees in sectors such as agriculture, construction, hospitality, tourism, retail and other services.

However, hiring migrant workers does not automatically mean including them.

Recruitment fills a vacancy. Inclusion allows talent to contribute, develop and belong.

More than a response to labour shortages

For many Portuguese SMEs, migrant workers are essential to maintaining business activity, particularly in sectors and regions where recruitment is difficult.

Their contribution goes beyond filling vacancies. Migrant professionals may bring language skills, international experience, new perspectives and knowledge of foreign customers and markets. A diverse workforce can therefore strengthen creativity, adaptability and competitiveness.

Yet their skills are not always fully recognised. According to OECD data, highly educated third-country nationals in Portugal are around four times more likely than Portuguese nationals to be overqualified for their jobs. Difficulties in recognising foreign qualifications may result in skilled professionals working far below their level of expertise.

The barriers behind recruitment

Bureaucracy remains one of the main challenges for employers. Procedures involving visas, residence permits, employment documentation and regularisation can be complex and time-consuming, especially for small companies without dedicated human resources teams.

Portugal’s 2024 Action Plan for Migration recognised the country’s demographic, social and economic need for immigration. It focused on regulated immigration, attracting foreign talent, effective integration and institutional reorganisation.

Language can also affect daily communication, customer relations and the understanding of workplace safety and quality standards. Cultural differences in communication and working practices may create misunderstandings unless integration is actively supported.

These are not challenges that migrant workers should be expected to overcome alone.

Why inclusion can be harder in small businesses

Most micro and small businesses do not have formal onboarding systems, diversity programmes or specialised HR teams. Recruitment, training and employee support are often managed directly by the owner or a supervisor with limited time and intercultural management experience.

Small companies may also struggle to finance Portuguese-language courses or allow employees to attend them during working hours. In sectors with narrow profit margins, investment in formal inclusion initiatives can be difficult.

Informal management creates additional risks. Without clear procedures for pay, leave, responsibilities and career progression, migrant workers may find it harder to understand their rights or raise concerns.

Small size: an advantage and a risk

Small teams can support faster integration. Daily contact may help employees build relationships, receive immediate guidance and develop a stronger sense of belonging.

An experienced colleague can explain workplace procedures, assist with unfamiliar vocabulary and support the new employee during the first weeks.

However, proximity can also intensify personal conflicts, prejudice or unequal treatment, particularly when no formal complaint mechanisms exist.

Informality can create belonging, but it cannot guarantee equality.

From onboarding to genuine inclusion

Effective inclusion does not necessarily require a large budget. SMEs can adopt practical measures suited to their resources:

clear onboarding and accessible health and safety information;
mentoring by an experienced colleague;
flexible support for Portuguese-language learning;
basic intercultural training for managers and teams;
transparent pay, training and progression criteria.

In 2024, AIMA and the Portuguese Association for Diversity and Inclusion highlighted the role of organisations in supporting migrant recruitment, integration and professional development.

Saint-Gobain Portugal has also identified comprehensive initial training, continuous guidance, language support, mentoring and intercultural initiatives as key elements of successful integration.

Inclusion must continue beyond the first weeks of employment. Migrant workers need fair conditions, access to training and opportunities that recognise their qualifications and professional experience.

Conclusion

Migrant workers are already essential to many Portuguese SMEs. Their long-term contribution, however, depends on whether companies move beyond recruitment and create fair opportunities for participation and development.

Portuguese SMEs may have fewer formal resources than large corporations, but their close working relationships can support meaningful integration when combined with clear and equitable practices.

Hiring creates diversity. Genuine inclusion turns it into shared value.

Sources

Agência para a Integração, Migrações e Asilo — AIMA. (2024). Diversidade em contexto laboral: Abordagens inclusivas para a integração de pessoas migrantes.
https://aima.gov.pt/pt/noticias/diversidade-em-contexto-laboral-abordagens-inclusivas-para-a-integracao-de-pessoas-migrantes

Associação Industrial do Distrito de Aveiro — AIDA. (2025). Annual report on European SMEs 2024–2025.
https://aida.pt/en/annual-report-on-european-smes-2024-2025/

Eurostat. (2024, 25 de outubro). Micro and small businesses make up 99% of enterprises in the EU.
https://ec.europa.eu/eurostat/web/products-eurostat-news/w/ddn-20241025-1

Saint-Gobain Portugal. (2024). Integrar imigrantes nas empresas nacionais? Estas são as chaves para o sucesso. Entrevista a Maria Novais.
https://www.saint-gobain.pt/noticias-grupo/integrar-imigrantes-nas-empresas-nacionais-estas-sao-chaves-para-o-sucesso