<<ALMEDALEN 2025 >> Sweden has long held a strong international reputation as an attractive destination for global talent. However, according to recent global rankings, we are losing ground, while our Nordic neighbors, especially Finland and Denmark, are advancing.
Initiatives such as Work in Sweden, a government assignment led by the Swedish Agency for Economic and Regional Growth (Tillväxtverket), are steps in the right direction. Efforts are underway to shorten processing times for work permits, improve coordination between government agencies, and provide centralized information for international talent. But the question remains: Is it enough?
What is still missing is a clear political vision, a long-term national strategy and effective coordination between government agencies, regions, and employers.
Without these, Sweden risks losing momentum in the global competition for talent. Finland shows that it can be done, with a cohesive strategy, clear goals, prioritized markets, and cross-ministerial collaboration.
The question is: Does Sweden have the courage to take the same leap?
The panelists participating in the discussion were:
Anders Ådahl, Member of Parliament (Centre Party), Niklas Delersjö, Head of Move to Gothenburg, Li Ljungberg, Policy Expert, Teknikföretagen, Charlotta Englund, Vice Chair, Regional Executive Board, Örebro County, Douglas Washburn, Head of Talent Attraction and Export Promotion, Swedish Institute, Marcus Andersson, CEO, Future Place Leadership and Elisabeth Backteman, Director General, Tillväxtverket.
A Global Race for Talent
The panel opened by stating what many employers already know: talent shortages are a global phenomenon.
According to Manpower Talent Group, 75% of companies across 40 countries say it is hard to recruit the right people. The global race for talent is intensifying and skills cannot always be found at home.
Sweden has a strong organic attractiveness, due in part to our reputation for sustainability, equality, and quality of life. We rank high in the National Brand Index and are global leaders in the green transition. Yet, the Global Talent Competitiveness Index shows Sweden slipping, while Denmark and Finland are climbing.
“We rank high internationally, but it means nothing if we can’t match talent with opportunity here.”
— Douglas Washburn
From Good Initiatives to Systemic Thinking
The Swedish Institute has stepped up its communication toward international talent—for example, through the launch of workinginsweden.com, now one of the most visited pages on Sweden.se.
“We have expanded digital information and support for employers and increased our presence at international career fairs. But we need a holistic approach, a clear system perspective.”
— Douglas Washburn
“The journey for a talent must be cohesive, from first contact to full integration, not just as a worker but as a resident.”
— Li Ljungberg
What Does It Take to Succeed?
The panel agreed: system thinking and long-term commitment are crucial. While individual agencies are doing good work, it’s the coordination and alignment across sectors that will make the difference.
“We know what we need, thanks to strong data and analysis. Now we must match it to the right talent pools in the right countries. Where are they? How do we find them? And how do we make it easier for them to find us?”
— Marcus Andersson
Marcus pointed to Finland as a model:
“Finland has a national strategy and works systematically with four prioritized markets, selected through analysis. That’s something Sweden should be inspired by.”
Knowing Who We’re Trying to Attract
The panel emphasized the need to define the target groups more clearly. Teknikföretagen stressed the importance of aligning the right talent with the right industries.
“It is not just about attracting, it is about retaining. Companies experience uncertainty around permits, family migration, and policy direction.”
— Li Ljungberg
“The toughest questions are often about accompanying family members, how do we include the whole family?”
— Li Ljungberg
Niklas Delersjö emphasized the importance of building a “warmed-up audience” internationally, establishing relationships long before the need becomes urgent.
What Has Sweden Done – And What Can Be Improved?
What we have done:
- Strengthened cooperation between agencies, regions, and municipalitiesl, including forums like Almedalen
- Swedish Institute hosts international career fairs and campaigns, 100 events per year are planned. Built talent databases; over 80,000 international contacts
What is missing:
- A national strategy with clear political leadership
- Faster processing for permits
- A consistent, functional onboarding system across the country
- Simplified entry systems, “one stop shop” for both talent and employers
Regional perspectives and concrete actions
Helena Renström from Skellefteå highlighted the need to show measurable results and communicate the value to political decision-makers.
Charlotta Englund stressed the role of intermunicipal and regional networks:
“We need the right people doing the right things. We’ve made progress in Örebro, but we must continue improving local reception structures.”
From Strategy to Action – Suggestions from the Panel
- Douglas Washburn: Adjust the regulatory framework and streamline ineffective processes.
- Li Ljungberg: Continue close cooperation with Tillväxtverket, but speed up decision-making in current processes.
- Marcus Andersson: The government must establish a national strategy.
- Anders Ådahl: Finance welfare with knowledge, integrate labor migration with the education system.
“The system is fragmented, we need stronger leadership, better services, and clearer coordination.” — Anders Ådahl
- Elisabeth Backteman: Think long-term and focus on outcomes, not just internal efficiency.
“What are the real effects of our efforts?” — Elisabeth Backteman
- Niklas Delersjö: Stop creating obstacles—set a unified national direction.
- Helena Renström: Show results—and clearly explain why it matters.
- Marcus Andersson:
“We need to stop being ambivalent. Sweden is, and will remain, dependent on labor migration. Full stop.”
Key Takeaways and The Road Ahead
The session concluded with several strong recommendations to Tillväxtverket and other national stakeholders:
- Develop a national strategy with political leadership
- Simplify access to Sweden, create “one stop shop” solutions
- Demonstrate measurable results and impact
- Work long-term, nationally, regionally, and locally
- Stop hesitating, labor migration is essential for Sweden’s future
Read more on how we work with Talent Attraction, and the cross border talent bridge project
