Not just financial, but social remittances

“I am headed to Atlantis the Royal to advance my career … it is my dream to work there,” said Kanchan Rai. She passed her apprenticeship interview at one of the most luxurious properties in the UAE, and credits it to her late mother. 

She says, “I can feel my mother watching over me. After returning to Nepal, I want to start a restaurant in her name.”

Other young Nepalis recruited recently by the company Vision and Value shared similar excitement about star chefs at Atlantis they would work with, the multinational colleagues, and opportunities to learn new skills. 

“Atlantis the Royal in my CV will set me up for life,” beamed another candidate. 

Migrating out of ‘compulsion’ is a common theme in Nepal’s public discourse. But here, बाध्यता as a driver for migration was not a prominent feature, in fact it barely came up. 

Upward mobility during migration merits more attention. Reputable employers offer opportunities for cross-training and career advancement. 

Seven years ago, Bikash Tripathi went to the UAE to work as a packing staff. A year into his contract, he used his month-long break to cross-train and five promotions later now works as a pastry chef managing a multinational team of eight. 

“I was always preparing for the next job when I was working, even if it meant using my holidays or covering for colleagues when they were absent. My supervisors took notice,” says Tripathi, who wants to open a restaurant on return to Nepal.

“In addition to saving money, I am glad my parents now have financial freedom and don’t have to worry about making ends meet like they did,” he says.

Some motivated workers invest in their own upskilling. Dharmendra Sah went as a labourer to Qatar at a salary of 700 Riyal. When he left seven years later he was working as a lifting supervisor and earning 6000 Riyals because he followed his colleague’s advice to take a training course. 

“I did not know what work I would be doing overseas or what my future had in store for me,” he recalls. “I paid 1000 riyals from my own pocket for the training, but it was worth it because it opened up better opportunities.” 

The hard-earned perception that Nepalis are loyal and hard-working works to their advantage. But also important is the role of a trusted labour mobility industry to attract the best employers. 

Ultimately it is the recruiters who matchmake workers and employers. While the internet and more awareness among workers may gradually decrease reliance on them, for now recruitment is heavily intermediated.

Factors like under-the-table commissions play a role in helping recruiters bag job demands from overseas employers. These costs are eventually borne by workers as recruitment fees. The competition can be unhealthy with thousands of recruiters from other countries competing against each other. 

In this race-to-the-bottom, standing out as good actors and responsible businesses can be difficult. Strong credentials are needed, including international licenses and accreditations, marketing and research skills, thorough audits, references from previous clients, capacity to screen and mobilise the right candidates, among others. 

These aspects of building a strong labour mobility industry have not received adequate policy attention in Nepal. The government also needs to engage more proactively with host country industry associations, employers, and government counterparts. 

Recruiters often struggle to have a direct approach with employers and instead themselves rely on intermediaries. Interviews with workers in senior positions in the hospitality sector overseas show that Nepal’s recruitment process is rife with bureaucratic hurdles that dissuade employers looking to hire in small numbers. 

For example, a hotel looking to hire a chef or operation manager would rather not hire from Nepal as it is significantly easier and quicker to do so from the Philippines or India. While these delays are less problematic for bulk hiring, they become a major obstacle for smaller recruitment efforts, or vacancies that need to be filled quickly even when employers are willing to cover all costs and offer competitive salary packages.

Attracting good employers to Nepal is not only helpful for migrants’ financial and career growth, but is a way to prevent abuses in the first place. The risk of wage theft or contract infringement is reduced when reputable companies hire directly, and in the event of such incidents, the likelihood of corrective action is higher. Attracting quality employers should be central to Nepal’s foreign employment policy.

Setting up migrants for success overseas also means preparing them for success upon return. After working abroad as a rope access cleaner, Rudra Bahadur Gurung established the Asset Integrity Group in Kathmandu, providing internationally accredited training and licensing to both Nepali and non-Nepali migrants seeking to upskill during their vacations. 

Shiva Sharan Khatri returned to Nepal after working in hotels in Qatar, the UAE, and Seychelles to set up Sankalpa Management Facilities Service, a cleaning company that now employs over 80 workers. 

Both Rudra and Shiva began their migration journeys in low-paying positions and leveraged their overseas experiences to create successful enterprises at home. Not only did they earn more, but also applied their experience in their business enterprises back home. A World Bank study in Bangladesh has shown how temporary migration can help migrant workers overcome credit constraints so they can invest in business creation.

Unfortunately, this ‘continuum’ is lacking in many migrant workers. Take Gyanendra’s story. His father was the first to migrate to Qatar and villagers called him ‘Arabe Kafle’ because he has moved across Qatar, Saudi Arabia, Kuwait, and is now headed to Dubai. 

Gyanendra had to start from scratch each time, and as a cleaner in his new job in the UAE will work for the same basic salary as younger peers migrating for the first time.

Remigration is common from Nepal, but many workers like Gyanendra struggle to build on previous experiences. While they can still use earnings to meet household expenses back home, professional growth takes a backseat with each migration episode. In some case, they are compelled to even accept lower wages and benefits.

The bar is currently set very low, and many workers worry if they will get the promised job, or be able to pay off recruitment loans. Nepalis need reliable employers and recruiters so ‘good migration outcome’ is not just simply about workers getting the promised job or wages, but about attaining their full potential. 

Outgoing workers need better guidance to make the most of their overseas opportunity. They currently are required to take pre-departure orientation training courses that cover basic do’s and don'ts. 

But also needed is practical career guidance to improve job readiness with advice on cross-training, building soft skills, networking, promotions so they can make the most of their migration with long-term growth. 

Successful returnees like Rudra and Shiva would be stellar mentors for younger workers. Exposure, work ethic, learning, skills, technology transfer, and networks are ‘social remittances’ and can be positive gains for Nepal besides financial remittances.