The job of the case officer : August 2024.
Date: 2024-08-28
Institutions: European Union Agency for Asylum
Subjects: European Union Agency for Asylum, administrative procedure, aid to refugees, communication skills, political asylum, refugee, report, right of asylum, working environment

 
 
 
 
 
The Job of the Case Officer 

August 2024

 
 
 
Manuscript completed in August 2024 

Neither the European Union Agency for Asylum (EUAA) nor any person acting on behalf of the 
EUAA is responsible for the use that might be made of the information contained within this 
publication. 

Luxembourg: Publications Office of the European Union, 2024 

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ISBN: 978-92-9410-115-0  doi: 10.2847/08233  BZ-09-24-317-EN-N 

© European Union Agency for Asylum (EUAA), 2024 

Cover photo: Thomas Barwick © Getty Images, 2019. 

Reproduction is authorised provided the source is acknowledged. For any use or reproduction 
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Background 
About the report 

This report has been drafted by the EUAA following a thematic meeting on the job of the case 
officer that took place on 17 and 18 October 2023, in Bratislava, Slovakia.  

The report outlines the main themes that emerged during the thematic meeting and 
summarises the lines along which the discussions among participants unfolded. The content 
of the report draws from the contributions shared by representatives of asylum administrations 
of EU+ countries and other key stakeholders that reflected and exchanged on the key aspects 
that characterise the job of the case officer.  

Acknowledgements 

Special gratitude goes to Professor Nick Gill of the University of Exeter who shared insights 
from ethnographic (1) studies on what makes the job of case officers unlike any other everyday 
job, presenting the key dilemmas case officers face and the main drivers of their work.  

Special thanks also to Mikael Ribbenvik Cassar, currently EUAA Deputy Executive Director, for 
his contribution on the role of case officers in the society and in the asylum administrations.  

Appreciation goes to Hanco Ubert, Iveta Zrakova, and Bulent Peker for the insights shared on 
the challenging job of the case officer. 

A special thank you goes to all the presenters and participants to the thematic meetings for 
the experiences and thoughts shared on the key elements underlying the organisation of the 
work of case officers, their motivation and wellbeing.  

(1)  Ethnography is a type of qualitative research that involves immersing yourself in a particular community or 
organisation for a prolonged period to observe their behaviour and interactions. It also refers to the written 
research report the ethnographer produces afterwards. The strength of organisational ethnography is that it 
can give a realistic impression of how things work on the ground, rather than simply representing how things 
are thought to work from the outside, or how they are claimed to work by managers. It is particularly good at 
revealing the everyday life of employees. Its usefulness for understanding asylum determination has been set 
out in Gill, N., & Good, A. (eds.) (2019). Asylum determination in Europe: Ethnographic perspectives Cham: 
Springer Nature. A list of further readings recommended by Professor Gill is available in the Annex. 

 
 
 
THE JOB OF THE CASE OFFICER – REPORT 

Contents 

Dilemmas of the job of the case officer ....................................................................................... 6 

Responsibility and expectations ...................................................................................................... 6 

Emotional engagement and distance ............................................................................................ 7 

Transparency ........................................................................................................................................ 8 

Examining applications for international protection .................................................................. 9 

Uncertainty in the decision-making ................................................................................................ 9 

Tacit knowledge ................................................................................................................................. 10 

Towards a viable job ..................................................................................................................... 11 

Organisation of work contributing to autonomy ........................................................................ 11 

Drivers of motivation ......................................................................................................................... 12 

Ensuring wellbeing .............................................................................................................................13 

Annex .............................................................................................................................................. 14 

Further readings: Ethnographic perspectives on the job of the case officer .....................14 

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EUROPEAN UNION AGENCY FOR ASYLUM 

Dilemmas of the job of the case officer 

The case officer is the primary actor of the examination of applications for international 
protection. They are at the forefront of the process ensuring a fair and efficient asylum 
procedure. Case officers conduct the personal interviews, assess the applications and draft 
first instance decisions. Depending on the national context, they can also be involved in other 
tasks either directly or indirectly linked to the examination of the applications for international 
protection e.g. research and compilation of country of origin information (COI); scheduling 
interviews; and attending meetings with external stakeholders on asylum-related matters.  

The job of the case officer entails a high level of responsibility and demands specific 
expertise. It requires the understanding of complex legal concepts, in-depth knowledge of the 
situation in the countries of origin of applicants for international protection, advanced 
competences with regards to communication, active listening and interviewing, and strong 
analytical skills.  

Case officers deal with competing expectations and face various dilemmas in their everyday 
work. For example, in so far as they can control their emotions, they face a dilemma about the 
extent to which they allow themselves to become emotionally invested in the work, or remain 
distant from it. They must also decide how transparent to be to managers, colleagues and 
applicants. They need to be able to deal with uncertainty and navigate what is the room for 
manoeuvre in challenging aspects of their work. The job of the case officer is far from the 
typical desk job. It is multifaceted in nature and it touches upon crucial aspects of people’s 
lives. Despite the challenges, it can be a very fulfilling job, especially when the necessary 
measures are put in place to address these challenges in a timely and effective way.  

Responsibility and expectations 

The job of the case officer entails a great level of responsibility. First and foremost, it entails 
responsibility towards applicants of international protection as their work can have serious 
consequences for applicants’ lives. In addition, the case officer bears responsibility towards 
the asylum administration and society in general to conduct a fair and efficient assessment of 
applications for international protection.  

There are many competing expectations from different stakeholders regarding the work of 
case officers. This includes expectations from managers, colleagues, the applicants, civil 
society organisations or interpreters but also the expectations case officers place on 
themselves. Migration is a polarising topic in the public sphere. There are different opinions 
regarding migration and the role of the case officer, as well as shifting political positions. 
There is often a limited understanding of the role of the case officer amongst the public. 
These competing expectations and directions can create a tense working environment for 
case officers. 

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THE JOB OF THE CASE OFFICER – REPORT 

Personal ethics and the values of case officers, such as efficiency, fairness, integrity, 
adherence to the direction of the office and sense of duty towards colleagues, provide a 
compass to navigate uncertainty. Case officers are guided by a variety of values that influence 
their approach as decision-makers. Being efficient and concise can be paramount for some. 
Some may consider neutrality and objectiveness particularly important. Some may find it 
essential to be emotionally engaged while others, on the contrary, prefer to keep an 
emotional distance. Most case officers are guided by more than one value at any one time, 
and the importance they place on one value may change over time. These aspects influence 
the way in which case officers make decisions and deal with the uncertainty that characterises 
the job (see also Section ‘Uncertainty in the decision-making’). 

The administration can support case officers through Intervision (2), encouraging the sharing of 
experience and team building. The administration can also engage in clear communication 
strategies, developing clear messages to better educate the public on international protection 
and the role of the asylum administration. Even if the impact of these messages on the public 
at large may be limited, such messaging can help case officers navigate their work in a 
discourse marked by misunderstanding in part or in full of their role. 

Emotional engagement and distance 

The job of the case officer also entails emotional labour. Research has revealed a range of 
emotions associated with the work of the case officer, ranging from anger to pity, frustration, 
excitement, horror, thrill, gratitude, elation and job satisfaction. For example, case officers can 
experience feelings of horror while listening to an applicant’s narration of their experiences of 
persecution. Case officers can feel angry at hearing of people trying to manipulate and take 
advantage of applicants, frustration because of job insecurity, thrill due to the unpredictability 
of the personal interview or elation for making a real difference in people’s lives.  

There is a risk of emotional overload for case officers. This can lead to feelings of numbness, 
withdrawal and indifference. Furthermore, there is a risk of experiencing vicarious trauma for 
case officers stemming from the applicants’ own traumatic accounts and from the triggering of 
one’s own trauma, if any. A sensed affinity with a particular case could lead the case officer to 
feeling personally implicated, which can also affect their objectivity in the process. Staying in 
the job as well as maintaining your objectivity requires emotional stamina, which can be 
nurtured by sensitive and empathetic managerial approaches.  

Case officers deal with emotions in many ways depending on their personalities, the length of 
their tenure in the job and the working cultures of their administration. There are measures 
that can be taken to mitigate the case officer’s emotional strain, such as the possibility for 
case officers to refuse to take a case if it would trigger past trauma or if there is an affinity with 
the case that might affect their objectivity. Other measures include peer mentoring and, at a 

(2) 

Intervision is a form of knowledge development in a small group that shares a common challenge or problem. 
The core feature is mutual support and consultation between equals. It is an opportunity for professionals and 
colleagues to use the expertise of others to help them to gain valuable insights. 

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EUROPEAN UNION AGENCY FOR ASYLUM 

general level, working towards embedding the principles of respect and kindness into the 
work.  

Training on how to receive accounts of traumatic experiences can also be important. 
Counselling is also used in various administrations to offer support to case officers (for more 
details see the Section ‘Ensuring wellbeing’). Most importantly, case officers need to be 
empowered – in the sense that feel ownership of their work, that they have a say in how it is 
conducted, and that their work matters, and is valued - in their role from the very beginning 
and throughout their careers.  

Transparency 

Case officers face the dilemma of transparency; how transparent, or communicative, can or 
should they be about the difficulties they encounter during the examination of an application. 
Case officers can show different levels of transparency towards their supervisors, their 
colleagues, the applicants, friends outside the office or even within the written decisions 
themselves. It can be hard to find the right balance in the level of transparency.  

Time pressure in issuing a decision can affect how transparent a case officer is with their 
supervisor or manager for fear of being mistrusted if they do not deliver on time. Working in a 
specific office or unit is part of the primary identity of the case officer. There can be various 
differences across offices or units within the same national administration, such as the working 
environment, whether the case officers are generalists or specialise in countries/topics, 
whether there is the possibility to discuss feelings in relation to work, etc. These differences 
can play a role in the way case officers manage their tasks and how their work is perceived by 
their colleagues. Office politics and office gossip can influence how transparent a case officer 
is with their colleagues both within the team and across teams. Managing the politics between 
offices can be hard to balance. 

Another challenging aspect is how transparent to be with the applicant or to what extent a 
distance should be kept. Case officers need to be objective and neutral towards all applicants. 
It can be difficult at times to balance this with creating a welcoming atmosphere of trust for the 
applicant. 

Furthermore, in the written decision itself, case officers often have to make a choice as to how 
transparent they are in the reasoning of the asylum decision. This choice can be a cause of 
frustration for them for fear of providing a blueprint that can be used by other applicants in 
their claims. 

The dilemma of transparency stretches well outside the walls of the office. The media or the 
public can be critical towards asylum administrations and case officers. Working as a case 
officer can feel like being constantly under scrutiny, much more so than in many other fields of 
work. This can lead to a siege mentality among case officers, where non-responsiveness to 
outside views is valued. When it comes to specific cases, the case officer also needs to 
respect the principle of confidentiality. Fostering a peer-to-peer support culture can play a 
central role for case officers in addressing this dilemma. 

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THE JOB OF THE CASE OFFICER – REPORT 

Examining applications for international 
protection 

The case officer holds the key role of conducting the individual examination of applications for 
international protection through interviewing the applicants, gathering evidence to 
substantiate the application and drafting decisions on international protection. This 
examination process however entails uncertainty that can be challenging for the case officer 
to navigate.  

Uncertainty in the decision-making 

The Common European Asylum System lays down the standards for the qualification for 
international protection and procedures for granting international protection. These standards 
establish a framework within which applications for international protection are examined. 
Uncertainty in the decision-making process however arises from the characteristics of the 
asylum procedure and the specific position of the applicant. This can concern, for example, a 
lack of documentary evidence to substantiate the application, the varying degrees of the 
applicant’s ability to convey the narrative and cooperation, or the possible lack of COI in 
relation to the current situation in the country of origin. This uncertainty concerns core aspects 
of the examination, including establishing what happened to the applicant in the past and 
what will happen to them in the future.  

Case officers feel serious responsibility for the examination of applications. According to 
research, dealing with this uncertainty is one of the most difficult aspects of their job. Case 
officers may feel overly responsible for the outcome of the application, particularly when the 
application entails several factors that create uncertainty and the outcome of the application 
relies largely on the credibility assessment of the applicant’s statements. This responsibility 
can become a burden if the case officer feels responsible for what happens to the applicant 
for international protection after the decision is issued. 

Long-term exposure to the feeling of carrying too much responsibility may lead to credibility 
fatigue, which can, for example, make the case officer seek to avoid hearing statements about 
negative life experiences. As a consequence, the case officers may find it challenging to stay 
objective when processing applications for international protection. 

Asylum administrations put in place measures to reduce the uncertainty and responsibility of 
case officers. These measures include, for example, guides, tools, standard operating 
procedures and training courses that outline how the legal standards should be implemented 
in the examination of applications. They are intended for communicating formal knowledge to 
case officers, while training can also be used for developing key competences that are 
needed in the job. Thus, they aim to harmonise practices within the asylum administration and 
provide a methodology for the case officer to follow during the examination of applications.  

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EUROPEAN UNION AGENCY FOR ASYLUM 

This guidance nevertheless needs to allow for flexibility to carry out an individual assessment 
of each application and recognise the complexity of the examination process. For this reason, 
it is often good to limit the length of guidance documents and the number of guidance 
documents.  

Tacit knowledge  

The individual assessment of each application includes uncertainty that cannot be eliminated 
by guidance. As a result, case officers often acquire informal knowledge in relation to how 
the individual examination is carried out in practice. This tacit knowledge is based on 
experience of how things are normally done and office culture in relation to the examination 
process. For example, tacit knowledge can relate to how guidance is commonly interpreted by 
case officers and implemented in practice. It can also relate to situations when the asylum 
administration processes a high backlog of applications and sets demanding quantitative 
performance targets for each case officer. In these circumstances, the officer may perceive 
that being fast is the main expectation over other aspects of the examination process. 

It can be difficult to put tacit knowledge into words and purposefully communicate it to case 
officers. This is why it may not end up open for reflection and discussion in the same manner 
as formal knowledge. This may result in inconsistent interpretations of what is intended by the 
asylum administration. 

There can be several ways to discuss and communicate to case officers the tacit knowledge 
on how the examination is carried out in practice. For example, it is possible to build a 
consultation culture that ensures concerns and challenges are discussed and common 
solutions are formulated. The consultation culture can include, for example, frequent feedback 
from the supervisors on draft decisions that does not entail only corrections in writing but oral 
feedback and discussions within a team about the decision-making practices. Similarly, regular 
meetings across branch offices and units on select topics can help bring tacit knowledge to 
the fore that might otherwise remain unexplored.  

Case officers can also be encouraged to reflect on their own tacit knowledge. To this end, it is 
possible, for example, to foster peer-to-peer mentoring among case officers and self-reflection 
in a controlled environment to investigate any biases. 

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THE JOB OF THE CASE OFFICER – REPORT 

Towards a viable job 

The ways in which the work of case officers is organised and structured, as well as the work 
environment and space, are important factors that influence the viability of the job in the long 
term. Good working conditions have a positive impact on the case officer’s wellbeing and 
motivation to remain in the job, though complementary and dedicated efforts are needed to 
maintain individual motivation and wellbeing. Positive work conditions also foster improved 
quality of the case officer’s work.  

A high turnover of case officers can weigh heavily on the efficiency of the asylum procedure 
through the loss of expertise. It also requires investment in the recruitment and training of new 
case officers, who need a relatively long time to be able to work independently in an efficient 
way.  

Due to the importance and complexities of the job carried out by case officers, asylum 
administrations are conscious of the necessity of putting in place measures to create 
sustainable working conditions. Availability of resources at times is an obstacle to the 
realisation of initiatives and implementation of these measures. Limitations can affect the 
workspace, contracts and benefits, and the existence of support units and functions. Where 
possible, determining authorities can experiment and pilot (innovative) approaches as 
elaborated below.  

Organisation of work contributing to autonomy 

The organisation of a case officer's work profoundly influences their motivation and wellbeing, 
as well as the quality and the efficiency of their work. Autonomy emerges as a pivotal principle 
that is also identified as a key driver of motivation for case officers and plays a central role in 
developing a sense of ownership and accountability. 

Organisation can be operationalised by allowing flexibility in task allocation based on skills 
and interests. Regarding time management, interview scheduling systems allowing case 
officers to decide their schedules, and/or booking interview slots well in advance can greatly 
enhance the autonomy of case officers. 

Solidarity, equity and trust are all equally crucial. Collective production targets as opposed to 
individual ones might foster a sense of unity and allow the balancing out of the impact of 
complex cases with straightforward ones.  

Some administrations divide work based on specialisation in a given caseload to boost quality 
and efficacy, while others experiment with case selection by case officers to manage 
workload dynamics. Versatility in roles can increase efficiency (and motivation), for example 
when a supervisor also takes up coaching, case processing, screening or training functions.  

In smaller administrations, case officers often undertake a multitude of tasks. This can 
diversify their responsibilities, expose them to potentially interesting roles and allow for 
autonomy in some of the activities. At the same time, it can also prove to be quite demanding 

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and require their involvement in more administrative tasks. Even in smaller administrations, to 
the extent this is feasible, having other dedicated staff taking up some of the tasks related to 
the examination, such as COI research or issuing invitations and notifications, can help 
increase the efficiency of case officers, allowing them to focus on the most substantive tasks.  

The induction process often has a defining impact on the perception case officers develop of 
their jobs and role, and on the (formal and informal) knowledge they absorb. This process 
includes the first weeks or months at the office during which case officers integrate into the 
new work environment, undergo training and familiarise themselves with the job. Some 
administrations are piloting new models of induction, such as organising a common induction 
programme for pools of new recruits managed by dedicated staff, rather than an induction 
tailored by the unit to which the case officer is assigned. This enables a uniform induction 
experience for all new case officers and minimises the burden that would otherwise fall on the 
various case-processing units if they had to manage the caseworkers’ induction themselves 
and at different times.. 

Information technology systems and tools can likewise be support the case officers in carrying 
out their tasks.  

Finally, the physical working environment undoubtedly plays an important role in shaping the 
dynamics between case officers, other colleagues and managers. This requires striking a 
balance between, for example, creating an environment that allows case officers to work in a 
focused way and at the same time facilitating interactions among colleagues. The workspace 
is also an element that affects the case officer’s morale and can, if positively arranged, boost 
their motivation. Office arrangements should reflect the significance of the case officer's work. 

Drivers of motivation  

Case officers can feel proud of the role that they play, due to the importance and value 
associated with it by the case officers themselves as well as by others. Despite the inherent 
challenges, the job can be both appealing and stimulating. 

Maintaining the motivation of case officers is an essential factor in the prevention of high 
turnover and in maintaining the quality of their work. A set of measures to foster motivation 
could be implemented on a regular basis, ensuring transparency and equal opportunities for 
all case officers. At the same time, understanding that each case officer is a unique individual 
with distinct sources of motivation is crucial. Administering one-size-fits-all incentives may not 
be as effective as tailoring measures to suit the specific needs of each officer. 
Individualisation can enhance effectiveness and yield better results in terms of measures to 
foster motivation. 

There are various drivers of motivation and corresponding incentives can be provided 
accordingly. These may include increasing levels of autonomy and responsibility and 
opportunities for personal and professional development. Creating safe learning environments 
allows case officers to feel physically, psychologically and emotionally secure to engage in 
learning activities, share ideas, be transparent and explore new concepts without fear of 
judgement or negative consequences. Inviting case officers to participate in specialised 
meetings inside or outside the workplace provides opportunities for personal and professional 

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development. Contributing to the development of guidelines, supporting new officers and 
receiving appreciation from managers are all significant motivating factors. 

A challenge remains in monitoring motivation levels as well as in assessing the impact of 
measures taken and incentives offered. A regular dialogue between case officers and 
managers is essential in addressing these questions, yet further exploration and research is 
warranted to find comprehensive answers. 

Ensuring wellbeing 

Considering the challenges of the job of case officers, including the emotional labour, the 
level of responsibility and the dilemmas they face on a daily basis, maintaining their wellbeing 
becomes essential. Putting in place measures to ensure the wellbeing of case officers is 
therefore important for maintaining their (mental) health and motivation as well as for the 
quality of their work. The existence of such initiatives should not imply a victimisation of case 
officers, whose job presents undeniable challenges, but rather offer opportunities for 
empowering and safeguarding them.  

Most of the administrations that shared their experiences in the meeting proposed measures 
to foster the wellbeing of case officers that anticipate participation on a voluntary basis. 
Common measures include intervision sessions, which provide room for case officers to share 
issues in a group environment with the discussion facilitated by one person. Some rely (or 
relied) on external experts to manage such activities (e.g. psychologists, psychiatrists, etc.), 
while others on internal resources (e.g. staff trained in counselling, peer support, etc.).  

Some case officers appreciate external experts as they bring useful expertise that the asylum 
administration does not possess (e.g. psychiatrists with expertise in trauma). Others, on the 
contrary, regret that external experts are not knowledgeable on the context and the reality of 
their work. In some countries, such activities take place in the premises of the administrations, 
which makes it logistically convenient, while in others they take place elsewhere, with the 
advantages of being hosted in a neutral or distinctly different environment. 

In addition to these structured activities, other measures can be put in place to foster 
wellbeing. It is useful when managers make themselves available to engage and have open 
dialogue with case officers (for example, senior managers meeting case officers through 
planned monthly meetings open to all relevant staff, hours in the week when they have open 
doors so colleagues can drop in, or middle managers creating opportunities for interaction on 
a day-to-day basis). The use of suggestion boxes, where case officers can submit their ideas, 
feedback, concerns or their suggestions anonymously or openly, can also be a helpful 
instrument to encourage and facilitate communication between case officers and 
management, allowing for the exchange of ideas and improvement suggestions. 

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Annex 

Further readings: Ethnographic perspectives on the job of 
the case officer 

List of readings recommended by Professor Nick Gill and selected references of his 
keynote speech 

Books 

Affolter, L. (2021). Asylum matters: On the front line of administrative decision-making (p. 203). 
Springer Nature. https://library.oapen.org/handle/20.500.12657/43293  

Dahlvik, J. (2018). Inside asylum bureaucracy: Organizing refugee status determination in 
Austria Springer Nature  https://library.oapen.org/bitstream/id/f456be77-fd10-4d2f-90b4-
c39b16ce71ab/1002218.pdf  

Eule, T. G., Borrelli, L. M., Lindberg, A., & Wyss, A. (2019). Migrants before the Law. Contested 
Migration Control  in  Europe.  Springer  https://link.springer.com/content/pdf/10.1007/978-3-
319-98749-1.pdf  

Gill, N., & Good, A. (2019). Asylum determination in Europe: Ethnographic perspectives 
Springer Nature. https://library.oapen.org/handle/20.500.12657/26029  

Poertner, E. (2018). Re-cording  lives: Governing asylum in Switzerland and the need to resolve 
transcript Verlag 
https://library.oapen.org/handle/20.500.12657/49638#:͂:text=Based%20on%20ethnograph
ic%20research%20in,applicants%20in%20terms%20of%20asylum  

Shorter Pieces 

Schneider, S. (2019). Becoming a Decision-Maker, or: "Don't Turn Your Heart into a Den of 
Thieves and Murderers". In Gill, N., & Good, A. (2019). Asylum determination in Europe: 
Ethnographic perspectives  Springer  Nature,  pages  285-306: 
https://link.springer.com/chapter/10.1007/978-3-319-94749-5 

Liodden, T. M.  (2019). Making the right decision: Justice in the asylum bureaucracy in Norway. 
In Gill, N., & Good, A. (2019). Asylum determination  in Europe: Ethnographic perspectives 
Springer Nature, pages 241- 262: https://link.springer.com/chapter/10.1007/978-3-319-94749-
5. 

Borrelli, LM and Lindberg A (2018) The creativity of coping: Alternative tales of moral dilemmas 
among migration control officers. International Journal of Migration and Border Studies 
4(3): 163-178. 

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THE JOB OF THE CASE OFFICER – REPORT 

Lindberg, A and Borrelli, LM (2019) Let the right one in? On European migration authorities' 
resistance to research. Social Anthropology  27: 17-32. 

Borrelli LM, et al (2023) Border Bureaucracies: A Literature Review of Discretion in 
Migration Control available here: https://nccr-onthemove.ch/wp live14/wp-
content/uploads/2023/02/WP32 Borelli-et  al.pdf 

Dahlvik, J. (2017). Asylum as construction  work: Theorizing administrative practices. Migration 
Studies, 5(3): 369-388. 

Ramirez, 0. M. V., Faria, C., & Torres, R. M.  (2021). Good boys, gang members, asylum gained 
and lost: The devastating reflections of a bureaucrat-ethnographer. Emotion, Space and 
Society, 38. 

Giudici, D. (2021). Beyond compassionate aid: Precarious bureaucrats and dutiful asylum 
seekers in Italy. Cultural Anthropology, 36(1): 25-51. 

Katherine Jensen (2023): From the asylum official's point of view: frames of perception and 
evaluation in refugee status determination, Journal of Ethnic and Migration Studies, 49(13): 
3455-3472. 

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