“Sudden policy changes and heightened border security could bar re-entry. So if you leave, you might have trouble coming back, [even] if you’ve already been here and have had no problems whatsoever,” he says.
This climate of uncertainty can understandably cause anxiety, not just for foreign workers, but also for teammates who rely on them and have formed friendships with them. Sykstus encourages companies to provide access to employee assistance programs or counseling services — whether in-house or through third-party providers — that include support for immigration-related stress.
Angelina Gennis, a principal analyst at Forrester, adds that companies must also be prepared for situations where, despite best efforts, an employee has to leave the US due to circumstances beyond the company’s control.
“However, what we can control is ensuring that our people are okay, even if they need to leave us — so what sort of resources we can offer legally if they do have to leave us to make sure that they get home safely,” she says.
Supporting diversity in turbulent times
Building a culture that supports global talent requires more than behind-the-scenes policy work — it must also be reflected in the company’s outward messaging. And that messaging must align with employees’ lived experiences, says Shahar Silbershatz, CEO of Caliber, a brand reputation analytics company.
“If international hires feel uncertain, unsupported, or in the dark about immigration processes, that story travels quickly and can undermine even the most well-intentioned DEI messaging,” he says.
According to Silbershatz, the solution lies in proactive and empathetic communication with employees. “That means explaining policy shifts in plain language, providing real support to impacted employees, and making your long-term commitment to diverse talent visible,” he says.
Gennis believes businesses should first zoom out and anchor the conversation in their brand values. “That way, the company is being consistent in the messaging,” she says.
Gennis also emphasizes the importance of equipping managers to lead these conversations with care. She advises training managers to engage employees thoughtfully, using intentional language, checking in personally, and ensuring team members understand both the process and where to seek support.
This alignment between managers and the company’s employer brand is especially critical for organizations recruiting globally for highly specialized roles, such as in artificial intelligence. Just like these workers’ skills, the employer messaging must be targeted and intentional.
Employers should be aware that internal communications around immigration policy may be leaked publicly, Silbershatz cautions. Leaders should “approach how they communicate any new policies with clarity and conviction, keeping employee well-being central to any messaging,” he says.
That emphasis on clarity and care feeds into a broader organizational responsibility — one that BenHamou believes must be embedded in the company’s culture and long-term vision.
“The goal is to build a workplace that does not just hire global talent — it’s to build a workplace that protects it, supports it, and thrives because of it,” he says.
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