It's time to be flexible, Skellefteå, says Paul Connolly, editor of Norran English.

These are highly-educated, well-qualified people who are already here, at a point when the region needs many such talents. Half the recruitment job is done – they’ve already agreed to live in Skellefteå!

Companies' insistence on immediately fluent Swedish for newcomer new hires is unnecessary. According to the annual EF English Proficiency Index, Sweden ranks sixth in the world on the English-speaking skills of its citizens. 

However, we do understand that speaking English can sometimes make local Swedes feel anxious and self-conscious.

But please compare that level of nervousness with the extreme anxiety levels of many ex-Northvolt workers who moved their families halfway across the world for a new life, and who now find themselves without a job and with just three months to find one.

And let's not forget that many of these very bright people have families: Andrew Obosi has three children for example, as well as a teacher wife. We'll need these future generations in Skellefteå - they'll be our teachers, doctors and engineers. Yet we appear to be willing to lose them because we cannot be flexible.

Instead of demanding that newcomers have instant Swedish fluency, Skellefteå companies and organizations should focus on language and cultural fit during the onboarding process, rather than during recruitment.

Hire a corporate language teacher for foreign employees and give them a deadline to become fluent if fluency is essential. Get a work visa specialist to give you a quote and expectations of how long the process takes. 

Hire a specialist to give workshops and training to your new AND existing staff for cultural integration. 

And what's in it for Skellefteå companies and organizations? Higher profitability and more effective problem-solving, that's what.

Several studies highlight how companies with diverse workforces tend to outperform those without. Research from organizations such as McKinsey & Company and the Boston Consulting Group, including studies in Nordic countries, has shown that diverse teams often exhibit greater innovation and higher financial returns.

For instance, McKinsey’s studies found that companies in the top quartile for ethnic and gender diversity on executive teams were 25% more likely to have above-average profitability. 

This is attributed to varied perspectives, which lead to better problem-solving and decision-making, directly impacting productivity and growth.

Another report by Deloitte (subtitled, "Celebrating our people not for how well they fit into our culture, but for everything they bring to it") found that diverse teams are 1.8 times more likely to be change-ready and 1.7 times more likely to be innovative leaders in their markets. 

Additionally, a study by Harvard Business Review highlighted that diverse organizations make better decisions up to 87% of the time, particularly in complex problem-solving situations, where varied perspectives offer critical insights.

I hasten to add, the nervousness over language and cultural fit is a nationwide issue: It isn't a Skellefteå-only problem. 

However, as we've already seen with the green transition, Skellefteå is often ahead of the curve. 

What's stopping us being in the vanguard of positive change again?