Science and scholarship are global. If you want to find out the truth about the universe, you’ll have to employ the people best at figuring out that truth, regardless of where they come from. Research shuffles people around, driving them together to collaborate and apart to share their expertise.

(If you don’t care about figuring out the truth, and just want to make money? You still may want international employees. For plenty of jobs, the difference between the best person in the world and the best person in your country can be quite substantial.)

How do you get these international employees? You could pay them a lot, I guess, but that’s by definition expensive, and probably will annoy the locals. Instead, most of what you need to do to attract international employees isn’t to give them extra rewards: instead, it’s more important to level the playing field, and cover for the extra disadvantages an international employee will have.

You might be surprised when I mention disadvantages, but while international employees may be talented people, that doesn’t make moving to another country easy. If you stay in the same country you were born, you get involved in that country’s institutions in a regular way. Your rights and responsibilities, everything from driving to healthcare to taxes, are set up gradually over the course of your life. For someone moving to a new country, that means all of this has to be set up all at once.

This means that countries that can process these things quickly are much better for international employees. If your country takes six months to register someone for national healthcare, then new employees are at risk during that time or will have to pay extra for private insurance. If a national ID number is required to get a bank account, then whatever processing time that ID number takes must pass before the new employee can get paid. It also matters if the rules are clearly and consistently communicated, as new international employees can waste a lot of time and money if they’re given incorrect advice, or if different bureaucrats enforce different rules at their own discretion.

It also means that employers have an advantage if they can smooth entry into these institutions. In some countries it can be quite hard to find a primary care physician, as most people have the same doctor as their parents, switching only when a doctor retires. When I worked with the Perimeter Institute, they had a relationship with a local clinic that would accept their new employees as clients. In a city where it was otherwise quite hard to find a doctor, that was a real boon. Employers can also offer consistent advice even when their government doesn’t. They can keep track of their employees experiences and make reliable guides for how to navigate the system. If they can afford it, they can even keep an immigration lawyer on staff to advise about these questions.

An extremely important institution is the language itself. Moving internationally will often involve moving somewhere where you don’t speak the language, or don’t speak it very well. This gives countries an advantage if their immigrant-facing institutions are proficient in a language that’s common internationally, which at the moment largely means English. It also means countries have a big advantage if their immigrant-facing institutions are digital. If you communicate with immigrants with text, they can find online translations and at least try to figure things out. If you communicate in person, or worse through a staticky phone line, then you will try the patience even of people who do passably speak the language.

In the long term, of course, one cannot get by in one’s native language alone. As such, it is also important for countries to have good ways for people to learn the language. While I lived there, Denmark went back and forth on providing free language lessons for recent immigrants, sometimes providing them and sometimes not.

All of these things become twice as important in the case of spouses. You might think the idea that a country or employer should help out a new employee’s spouse is archaic, a product of an era of housewives discouraged from supporting themselves. But it is precisely because we don’t live in such an era that countries and employers need to take spouses into account. For an employer, hiring someone from another country is already an unusual event. Two partners getting hired to move to the same country by different employers at the same time is, barring special arrangements, extremely unlikely. That means that spouses of international employees should not have to wait for an employer to give them the same rights as their spouse: they need the same right to healthcare and employment and the like as their spouse, on arrival, so that they can find jobs and integrate without an unfair disadvantage. An employer can level the playing field further. The University of Copenhagen’s support for international spouses included social events (important because it’s hard to make new friends in a new country without the benefit of work friends), resume help (because each country has different conventions and expectations for job seekers), and even legal advice. At minimum, every resource you provide your employees that could in principle also be of use to their spouses (language classes, help with bureaucracy) should be considered.

In all your planning, as a country or an employer, keep in mind that not everyone has the same advantages. You can’t assume that someone moving to a new country will be able to integrate on their own. You have to help them, if not for fairness’ sake, then because if you don’t you won’t keep getting international employees to come at all.