In the webinar Workforce 2026: Competing for Talent in a Borderless World, Sarah Thapa and Chris Neale from The Migration Agency unpacked the structural changes reshaping how organisations build and sustain their workforce.

The discussion comes at a critical moment. Across sectors including healthcare, medtech, and life sciences, talent shortages persist, workforce mobility is declining, and global competition for skills is intensifying. The traditional model of hiring locally and reactively is no longer sufficient. Organisations are being pushed towards a more deliberate, globally oriented workforce strategy.

“Borderless is now the default. International talent has to be part of any company’s future workforce strategy.”

A System Running at Two Speeds

One of the defining themes was the emergence of a two speed labour market. Certain industries, particularly healthcare and construction, are experiencing sustained demand and rapid job growth, while others are slowing or contracting.

This divergence is creating acute pressure in high demand sectors. Healthcare stands out, driven by demographic change and an ageing population. High volume industries are struggling to secure the talent they need.

At the same time, workforce behaviour is shifting. Economic uncertainty and ongoing redundancies are reducing job mobility. Workers are prioritising stability over movement.

The result is a tightening labour market where both supply and movement are constrained. Employers are being forced to look beyond traditional hiring pools.

Speed, Technology and the Rise of AI Driven Hiring

Speed to hire has become a critical competitive advantage. In a constrained market, delays in recruitment processes can mean losing candidates entirely.

Artificial intelligence is now embedded across recruitment workflows. From screening resumes to scheduling interviews and assessing candidates, AI is accelerating processes that were once manual and time consuming.

The benefit is not just efficiency. It improves consistency, reduces administrative burden, and allows recruiters and hiring managers to focus on higher value activities such as engagement and decision making.

However, there is an underlying tension. While AI improves speed and scale, it also raises questions about the loss of human judgement and the impact on candidate experience. Organisations must balance automation with a thoughtful, human centred approach.

Those that do so effectively are not just faster. They are more consistent and better positioned to compete for talent.

The Global Turn: Talent Without Borders

Perhaps the most significant shift is the move towards a truly global workforce model.

Borderless is now the default. International talent is no longer optional. It is becoming central to workforce strategy.

This shift is driven by necessity as much as opportunity. Local talent shortages persist, while global competition for skilled professionals is increasing. At the same time, barriers to hiring internationally have reduced, supported by clearer visa pathways and improved recognition of skills.

Work itself has also changed. Remote and hybrid models have decoupled talent from geography, giving organisations access to a broader and more diverse workforce.

This creates a clear advantage for those willing to engage globally. Access to deeper talent pools, increased flexibility, and improved resilience.

However, it also introduces complexity. Immigration processes, workforce integration, and retention strategies must all be managed carefully. Organisations that treat international hiring as a strategic program rather than a short term fix are better able to stabilise their workforce and reduce long term costs.

From Permanent Roles to Flexible Workforce Models

Another major theme is the rise of flexible and non permanent workforce models.

A significant proportion of the workforce now operates as independent workers. Contracting, project based work, and contingent labour are becoming embedded in workforce design.

This shift reflects both employer needs and worker preferences. Organisations benefit from greater agility and faster access to specialist skills. Workers gain flexibility and autonomy.

Maintaining trusted contractor networks allows organisations to access hard to find skills when needed. It also improves speed to hire and supports workforce readiness.

However, this model requires careful integration. Flexibility must be balanced with cohesion, knowledge retention, and long term capability development.

The most effective organisations are those that combine permanent and contingent workforce models within a coherent strategy.

Workforce Planning Moves to the Centre

There was strong alignment on one point. Workforce planning is now a core business priority.

Organisations must anticipate future skills needs, align workforce structures with long term strategy, and reduce reliance on reactive hiring.

Planning ahead enables organisations to respond more effectively to change. It reduces hiring risk and supports the development of sustainable, high performing teams.

This represents a shift in mindset. Hiring is no longer a series of transactions. It is part of a continuous, strategic process.

Key elements include mapping skills across global markets, building internal capability through upskilling, and aligning workforce decisions with business objectives.

Building Sustainable Talent Pipelines

The discussion concluded with a focus on practical strategies to future proof workforce capability.

A central theme was the need to move from one off hiring to sustained talent pipeline development. This includes creating ongoing recruitment channels in international markets, recruiting in cohorts to improve efficiency and retention, and building internal talent pools.

Retention is critical. The greatest return on investment comes from keeping talent, particularly international hires, for longer. This requires investment in settlement support, career pathways, and integration.

There is also a growing role for strategic partnerships. Engaging with specialist advisors can help organisations navigate immigration, compliance, and global recruitment challenges in a coordinated way.

Wrapping it up: From Local Hiring to Global Strategy

Workforce strategy is undergoing a fundamental transformation.

Organisations are operating in a labour market defined by constrained mobility, persistent skills shortages, and increasing global competition. In this environment, traditional approaches are no longer sufficient.

For sectors such as life sciences and healthcare, the implications are significant. Demand for specialised skills will continue to grow, placing further pressure on talent pipelines.

The future workforce is not just about who you hire. It is about how you plan, where you source, and how effectively you retain talent.

Organisations that treat workforce as a strategic asset will be best positioned to navigate the next phase of growth.