Technology Hiring Trends in 2026: How Digital Transformation Is Reshaping Talent Strategy

Technology Hiring Trends in 2026: How Digital Transformation Is Reshaping Talent Strategy

by | Mar 3, 2026 | Insights, Uncategorised

Technology hiring trends in 2026 reflect a major shift in how organisations approach digital transformation. Over the past few years, businesses have invested heavily in cloud platforms, automation, and AI tools. In 2026, the focus is moving from adoption to measurable impact.

Organisations are no longer simply asking whether digital transformation matters, but also how quickly it can improve productivity, resilience, and operational efficiency.

At the same time, the hiring landscape is being shaped by:

  • The normalisation of AI across roles

  • Increased automation and productivity expectations

  • Growing cybersecurity threats and regulation

  • Demographic shifts affecting leadership pipelines

Employers are becoming more selective, prioritising candidates who can deliver outcomes quickly and adapt to continuous change. Meanwhile, candidates expect flexibility, transparency, and long-term development.

Technology hiring in 2026 focuses on building sustainable digital capability and closing critical skills gaps in an AI-enabled economy.

 

1. AI Skills Are Becoming a Baseline Requirement

AI in the workplace is no longer limited to specialist data scientists. According to a recent study, around 41% of tech job postings now reference AI proficiency as a requirement.

Rather than hiring only for dedicated AI roles, employers increasingly expect professionals to apply AI tools within their core responsibilities:

  • Software engineers using AI-assisted development

  • Analysts leveraging AI-driven insights

  • Product leaders embedding AI into workflows

  • Operations teams automating repetitive processes

In 2026, AI literacy is comparable to digital literacy a decade ago: expected, but no longer a differentiator on its own.

2. Automation and Productivity Pressures

Automation and AI tools such as ChatGPT are enabling smaller teams to deliver higher output. As a result, hiring decisions are increasingly outcome-driven.

Employers are prioritising candidates who:

  • Work independently

  • Automate repetitive tasks

  • Deliver measurable results

  • Contribute to productivity improvements

Job roles are becoming broader and more impact-focused, reflecting a “do more with less” approach to workforce planning.

3.       Cyber risk & regulation

One area we can expect to see increased hiring in the technology sector is in roles relating to cyber risk and regulation, as companies look to comply with security regulations. According to a recent study, 43% of UK businesses and 30% of charities experienced a cybersecurity breach or attack.

This means companies will be cracking down on their cybersecurity in 2026, opening more job opportunities for those who specialise in this area. However, the biggest demand is not only for technical security specialists, but for professionals who can bridge the gap between cybersecurity, compliance, and business risk. As digital transformation expands, cybersecurity is now being viewed as a core business requirement.

4. Demographic Shifts and the Emerging Leadership Gap

Technology hiring trends in 2026 are also shaped by generational shifts.

Hiring for workers aged 25 and under declined significantly in 2025, partly due to automation reducing entry-level task demand. At the same time, many organisations face an ageing cohort of senior technology leaders.

This creates a dual challenge:

  • Fewer entry-level hires

  • A looming mid-level and leadership capability gap

Forward-thinking organisations are investing in:

  • Accelerated learning programmes

  • Apprenticeships

  • Internal mobility pathways

  • Structured succession planning

For Gen-Z professionals, flexibility, purpose, and continuous development strongly influence employer choice.

 

How Hiring Processes Are Changing in 2026

Alongside changes in demand, 2026 will also see a shift in how organisations hire. Many employers are rethinking not only who they hire, but how they structure teams and how they define value. Increasingly, recruitment is becoming more strategic, more skills-based, and more aligned to measurable outcomes.

Blended talent models

In 2026, we can expect to see fewer permanent roles in the technology sector, as there is a shift towards blended talent models. This is where permanent employees work alongside freelancers, contractors, and even AI agents.  According to a report, 47% of employers expect to work with contractors to source the AI skills they need. This will allow companies to have more flexibility, meaning they can quickly adapt to changing business priorities and market conditions without long-term headcount commitments. It also enables organisations to access specialist skills on demand, which is particularly attractive in an uncertain economic environment where budgets are closely monitored.

Outcome-based hiring vs headcount-based hiring

Rather than hiring to fill predefined roles or increase team size, organisations are beginning to hire based on outcomes. This means recruiting people to solve specific problems, deliver defined projects, or achieve measurable business results.

In practice, this shifts the focus of recruitment away from job titles and towards skills, capabilities, and impact. Candidates who can demonstrate how they have delivered tangible outcomes, rather than simply listing responsibilities, are likely to be at a significant advantage in 2026. For employers, this approach also helps to reduce mis-hires, because hiring decisions are linked directly to business needs.

Internal talent marketplaces and reskilling

To address skills shortages and control costs, more organisations are investing in internal talent marketplaces and reskilling initiatives. Instead of hiring externally, companies are identifying transferable skills within their existing workforce and redeploying talent to priority areas.

This approach not only reduces reliance on external hiring but also improves retention and engagement, as employees are given clearer development pathways. In 2026, the ability to reskill and adapt internally is becoming just as important as the ability to attract new talent from the market. Organisations that invest in internal mobility are likely to be more resilient, particularly when competition for high-demand skills remains intense. For more information on internal mobility, read our article: How Internal Mobility Fuels Growth and Retention.

 

What candidates will expect in 2026

Technology professionals are increasingly selective. Beyond salary, candidates evaluate long-term employability, skills development, flexibility, and organisational ethics.

Skills-Based Progression Over Job Titles

Candidates care less about titles and more about:

  • Skills gained

  • Development pathways

  • Real responsibilities

Organisations that clearly articulate capability development and progression will outperform competitors in attracting talent.

Read more about this approach in our other article: Skills-First Hiring: Transforming Talent Acquisition for the Future Economy

Continuous Learning as a Core Benefit

In 2026, candidates are placing less importance on job titles, and more emphasis on skill development and career progression. Candidates understand that a job title can carry different meanings and responsibilities from company to company, meaning they may need a completely different skillset for the same role at a different company.

Candidates expect access to:

  • Training and certifications

  • Mentorship

  • Innovation projects

  • Built-in skill development

Organisations that embed learning into roles strengthen both attraction and retention.

Hybrid Working as a Baseline

Hybrid and flexible working is no longer viewed as a perk. For many candidates, it is a baseline expectation. In 2026, candidates will expect flexibility in where and how work is completed, particularly in the tech sector where remote collaboration is already well established. 

Rigid workplace policies may deter top talent, particularly in digital and technology roles where remote collaboration is well established.

 

Professionals increasingly assess:

  • How AI is used

  • Data governance practices

  • Ethical leadership

  • Organisational transparency

Responsible AI and ethical decision-making are becoming key employer brand differentiators.

Pay Transparency and Regulatory Shifts

Candidates are also expecting more transparency throughout the hiring process. This includes:

  • clear job descriptions
  • Clear salary ranges
  • Realistic expectations around responsibilities and workload.

Beyond the hiring process itself, candidates will expect clarity around how performance is measured, what success looks like, and how progression is achieved. In 2026, organisations that provide structure and clarity will stand out, particularly as candidates become more cautious about joining companies where expectations are unclear or constantly shifting.

This will become particularly relevant from June 2026, when the EU Pay Transparency Directive comes into force. Under the new rules, any company operating in the EU will be required to increase transparency around pay, including allowing employees to request information about their individual pay and average pay levels, broken down by gender, for roles performing the same or equivalent work. Employers will also be required to disclose starting salaries or pay ranges in job advertisements or prior to interviews, and will no longer be permitted to ask candidates about their salary history.

While these requirements formally apply only to EU countries, they are likely to have a wider impact on candidate expectations beyond the EU. In the UK, in particular, increased visibility of pay practices is expected to raise expectations around transparency and fairness. In 2026, organisations that proactively adapt to these changes, rather than treating them as a compliance exercise, will be better positioned to attract and retain talent in an increasingly competitive and values-driven hiring market.

 

Common hiring mistakes to avoid

 

As hiring evolves, many organisations will be tempted to move quickly, particularly in high-demand areas such as AI and cybersecurity. However, speed without strategy can create long-term issues. In 2026, avoiding common hiring mistakes will be essential for building sustainable digital capability.

Hiring “AI talent” without a clear strategy

One of the biggest mistakes companies can make in 2026 is rushing to hire AI talent without knowing exactly how it will be used. Many organisations are still in the early stages of AI adoption, and hiring highly specialised roles without a clear roadmap can lead to wasted budget and unclear impact.

This is where AI Adoption Benchmarking can help. It allows organisations to assess where they are in their AI maturity journey and identify the most relevant use cases before investing in specialist hires. Instead of hiring for AI in isolation, companies should focus on how AI supports business outcomes and ensure that roles are designed around real needs rather than trends.

Underestimating cybersecurity and compliance needs

Some organisations still treat cybersecurity hiring as reactive, only investing after a breach or regulatory issue. This is increasingly risky as cyber threats rise and compliance expectations tighten.

In 2026, companies that fail to build security capability early will face greater operational and reputational risk. Cybersecurity should not be treated as a separate function, but as a core part of digital transformation hiring, embedded across roles, platforms, and programmes.

Cutting entry-level roles without a long-term plan

AI and automation are reducing the number of entry-level tasks, which has led some employers to cut junior hiring altogether. While this may reduce costs in the short term, it creates a longer-term talent pipeline problem.

For example, an organisation may remove graduate and junior roles for two to three years, relying instead on experienced hires. In the short term this may appear efficient, but in a few years, it often results in a gap at mid-level positions, where there are fewer internal candidates ready to step up. This forces companies to compete aggressively for mid-level talent externally, increasing recruitment costs and reducing retention.

Organisations that fail to develop early-career talent will struggle to fill mid-level roles in future years, especially as senior leaders retire or move on. In 2026, companies need to rethink entry-level hiring, not remove it.

Underestimating cybersecurity and compliance needs Relying too heavily on automation in recruitment

While AI-driven hiring tools can improve efficiency, over-reliance on automation can create poor candidate experiences and cause organisations to miss strong applicants. Automated screening systems may filter out candidates with non-traditional backgrounds, career breaks, or transferable skills.

In 2026, candidates also expect a recruitment process that feels efficient but still human. Companies that balance automation with human judgement are more likely to attract high-quality talent, build trust, and strengthen their employer brand.

Treating transformation roles as “one-off hires”

Finally, many organisations still hire for transformation as if it is a short-term initiative, rather than a long-term capability. This leads to fragmented hiring, unclear ownership, and frequent restructuring.

In 2026, the strongest employers will be those that build sustainable digital capability, with clear leadership, long-term workforce planning, and roles that support continuous improvement rather than temporary change.

Conclusion: What this means for hiring in 2026

Technology and digital transformation hiring in 2026 will be defined by one key theme: impact. Organisations are no longer hiring simply to expand teams or keep pace with competitors. They are hiring to deliver measurable outcomes, reduce risk, and build long-term resilience.

For employers, this means shifting towards skills-based and outcome-based hiring, building blended talent models, and investing in internal mobility and reskilling. It also means avoiding short-term decisions that weaken long-term capability, such as cutting entry-level hiring or treating transformation roles as temporary.

Ultimately, organisations that succeed in 2026 will be those that view hiring as a strategic capability, not just a recruitment process. By building the right talent mix and aligning hiring decisions with transformation goals, companies can ensure their workforce is prepared for the next phase of digital change.

Ahead of the curve: AI adoption benchmarking for 2026 and beyond

Ahead of the curve: AI adoption benchmarking for 2026 and beyond

by | Nov 3, 2025 | Insights, News Item

Regardless of your industry or sector, it will not have escaped your notice – out of nowhere, seemingly, artificial intelligence that feels almost human has become a disruptive technology sweeping its way into the world of business. It’s no wonder that organisations are worrying about how to keep up with such a rapidly evolving tech landscape, and it appears there are two choices: adapt and integrate the technology, or fade into irrelevance.

But with the dizzying pace of these advancements, and so much potential at our fingertips, getting started with AI in your business can feel like navigating a maze with no map to guide you. To ensure you’re AI-ready, you need to gain an accurate understanding of the current state of your operations, decide which processes could be optimised, and prepare your company to integrate AI functionality in a way that’s most relevant to you.

Alongside this, it’s important to be informed about the ways in which your peers and competitors are implementing AI, to ensure that you don’t get left behind. If you want to be ahead of the curve, AI adoption benchmarking can be a valuable tool in gaining data-driven insight that can help drive strategic and competitive advantage.

What is AI Adoption Benchmarking?

AI adoption benchmarking is the practice of measuring your organisation’s progress in adopting and integrating AI technologies, and then comparing those results against industry peers, competitors, or best-in-class performers.

While nearly all executives identify AI as a strategic priority, few can quantify adoption progress with precision. Benchmarking provides a standardised maturity framework and typically refers to comparing your organisation’s level of AI adoption (in technology, processes, governance, skills, etc.) against industry peers or best practices. The purpose of this is to understand any maturity gaps, identify areas for improvement, track progress over time, and ground your AI strategy in empirical data.

But the process of AI benchmarking is not just about counting tools or pilot projects that you have started to introduce. Effective benchmarking methods look deeper than this, asking questions such as:

  • “How widely is AI being used across our teams?”
  • “What value is it delivering?”
  • “How mature are our data pipelines, governance models and upskilling programmes?”
  • “How do we compare to organisations that are leading the way in AI integration?”
  • “What can we learn from the successes and failures of our competitors?”

By asking and answering these questions, businesses can not only gain data-led insights about their AI adoption, but also focus their investment where it can make the most impact. AI adoption benchmarking can provide your company with the clarity it needs to measure AI readiness and begin to align with industry standards.

What dimensions do companies benchmark?

 

When it comes to setting up AI adoption benchmarking, organisations tend to track a number of common dimensions and metrics. Some of these may include:

 AI usage: such as the percentage of employees using AI tools, how often, and the depth of feature usage (i.e. which capabilities are being used and to what extent). This can also include the measurement of AI usage distribution across different roles and business functions. Benchmarking AI usage can provide insight into the breadth of AI implementation.

Maturity, capability and infrastructure: Are aspects of your business functions such as data infrastructure, training, and workflows AI-ready? Thinking about technical readiness is important before implementing new systems and embedding AI into processes and workflows.

Risk, compliance, governance, ethics: How robust are the risk controls and oversight associated with AI models, especially in terms of security and data privacy? Compliance maturity is an essential part of the AI benchmarking process.

Value and impact (outcomes): What measurable benefits has AI delivered for your workforce in terms of cost savings, time savings, productivity uplift and quality improvement? Looking at this metric will demonstrate the overall business impact.

Adoption speed: How fast are AI pilot tools being rolled out and utilised? Correlating the above metrics over time enables an accurate analysis of transformation progress.

A critical aspect of benchmarking AI adoption using these metrics is to ensure that they are used in the appropriate context (in terms of industry, company size etc) in order to help set realistic targets that are relevant to each business. In addition, it’s important to implement mechanisms to measure the success of any AI adoptions, rather than just adopting a process; after all, it’s the value outcomes for your business that matter the most.

Why does AI Benchmarking Matter? What are the strategic benefits?

 

While AI adoption rates surge across multiple industries, organisations often lack a clear picture of how their progress compares with peers. Recent research has shown that 72% of companies now deploy AI in at least one business function (McKinsey, State of AI 2025) and 81% of large enterprises report accelerating AI investment over the past year (AI Readiness Benchmark Survey 2025). However, despite this high intent, only 21% of organisations have achieved company-wide integration of AI, citing barriers such as data readiness, governance, and talent shortfalls (ModelOp, AI Governance Benchmark Report 2025).

Benchmarking transforms these statistics into actionable intelligence and insight. It allows leaders to understand where their company sits in the race, as well as helping to prioritise investment and close gaps before they become competitive risks. The benchmarking process shines a light on these hidden capability gaps and opportunities, identifying functions that are not innovating as quickly as others. It also gives leaders the visibility they need to make smarter, more confident AI investments, by bringing credibility and clarity to spending decisions through empirical evidence and measurable gains.

Governance and risk management can also be strengthened through the use of AI adoption benchmarking. As more and more regulatory frameworks come into play, the importance of governance and compliance cannot be overlooked; especially as organisations face greater scrutiny around bias and fairness. Benchmarking governance readiness enables proactive and thorough compliance processes, reducing a company’s exposure to reputational and operations risks.

Learning from competitors can be another strategic advantage when benchmarking AI adoption. By looking at where peers have initiated AI measures that have been unsuccessful, an organisation can learn from these mistakes, ultimately reducing risk by avoiding the costly missteps that its competitors have experienced.

Perhaps most importantly, benchmarking enables continuous improvement and agility. Given the rapidly evolving nature of AI and automation technologies, static assessments of best practices quickly become irrelevant. Frequent benchmarking ensures that business strategy can keep pace with the speed of technological evolution, helping companies to stay adaptive and to build a culture that learns faster than the competition.

How to implement AI benchmarking most effectively

 

When it comes to implementation best practices, there are some important steps to take. Firstly, establishing a baseline is an essential first move, conducting initial

diagnostics in terms of your current AI maturity levels will give you a clearly defined place to start, allowing you to define your goals and benchmark accordingly. The next task will be to select the reference benchmarks that are most relevant to your sector, industry, geography and company size, so that the results are contextualised with sector-specific data from closely related comparators and peers.

Following these initial steps, an approach that blends performance metrics, maturity scoring and comparative analytics (integrating both quantitative and qualitative inputs) will deliver the most robust and actionable insights. The benchmarking process should prioritise high-impact gaps, focusing remediation efforts on areas where AI maturity will most significantly affect strategic outcomes for the business.

It’s then important to periodically reassess and update benchmarks, in order to keep pace with technological and regulatory shifts, and to ensure your company continues to be well-informed as to where it sits against the direct market as AI evolves.

Challenges and Considerations

 

While there are clear advantages to benchmarking AI adoption, there are several factors that warrant caution and should be considered by company leaders. These include:

Metric Overload: Using too many KPIs in the benchmarking process can obscure focus, and so it’s crucial to direct efforts towards a specific set of metrics that align with a business’s strategic objectives.

Contextual Variability (Context & Domain differences): Benchmarks that work well in one industry may not apply in others; for example, retail vs healthcare and manufacturing. The process and results of benchmarking need to be tailored for scale and sector, or they won’t be relevant and actionable.

Comparability and standardisation: In terms of measuring AI usage and timelines, different organisations may have different methods. Where specific metrics and definitions are not standardised, this could make objective comparisons difficult.

Lag between deployment and value capture: Many AI initiatives may be technically deployed but not yet delivering measurable results that drive business impact. This can potentially skew the results of benchmarking (in terms of value outcome metrics) if AI systems have only recently been implemented.

Data Availability, and privacy constraints: Measuring AI adoption may require instrumentation across multiple systems, which could trigger challenges in terms of data privacy, security, and governance.

Rapid change and benchmark obsolescence: As already mentioned, AI technologies evolve quickly, and so benchmarks can become outdated and irrelevant within a short space of time. It’s therefore a necessity to refresh reference datasets on a regular basis to ensure you are working from the most up-to-date insights.

Conclusion

 

In today’s era of constant change and advancements, where the capabilities of AI are redefining the workplace, staying ahead of the curve isn’t about early adoption – it’s about measured, intelligent adoption. By using benchmarking processes to establish where your company stands on the leaderboard of AI adoption, you are not just keeping pace with change; you are defining what progress looks like in your industry. Far from being just a diagnostic exercise, using AI adoption benchmarking can be a strategic tool for businesses to build capability, guide investments and transform their culture through intelligent technologies.

In addition, benchmarking can provide statistical evidence of progress to boards, investors and regulators, all of whom increasingly expect a high level of transparency and forward-thinking around AI readiness, governance, and business impact. Potential costs and risks can also be avoided by learning from the missteps of competitors’ AI journeys.

Organisations that systematically benchmark AI adoption are better equipped to quantify their AI maturity with precision and invest in areas that bring the highest returns. They can also strengthen their governance in line with emerging regulations, avoiding compliance issues. Most importantly, companies using a benchmarking process will have an innovative edge against their competitors.

Henley Insights Group: How we can support you through Talent Intelligence.

 

Henley Insights Group supports organisations with AI adoption benchmarking by combining Competitor Analysis and Transformation Planning capabilities to deliver a deep, evidence-based understanding of how peers and industry leaders are integrating AI.

Henley engages with insiders across competitor and adjacent organisations to uncover AI timelines, implementation strategies, governance practices, risk management, and talent structures.

This approach enables clients to benchmark their AI maturity, identify best practices and pitfalls, and design data-driven strategies for AI governance, sequencing, and talent acquisition.

To find out more, get in touch

Celebrating 30 years of Henley Research

Celebrating 30 years of Henley Research

by | Jun 23, 2025 | News Item

Henley Research is officially 30 years old! 30 years since it all began, we have been looking back over the last three decades. Before the days of LinkedIn, still in the relatively early days of the internet and email, methods of contacting clients and candidates were very different, but some things remain the same: The Henley Spirit and our wonderful relationships with our clients and candidates alike.

Back at the start of our journey, we would obtain information from a CD ROM and hard copies of industry directories which would provide us with names of key stakeholders. We also relied a lot on telephone research to find those in the most suitable roles and to get in touch with suitable candidates.

It is safe to say technology has advanced a lot since then – we now have LinkedIn, video calls, and even AI and automation platforms which help make our jobs more efficient. Technology has become increasingly important in the work that we do, but even as we come to rely on more and more, we still prioritise the ‘human touch’ which is ever important for nurturing our relationships with our clients and candidates. The candidate experience is highly important to us, so our team will always focus on making this the best it can be, which means not relying on technology and automation for everything.

Beyond our professional achievements, the feedback we receive from former team members, particularly those who joined us early in their careers, highlights how their experience at Henley equipped them with invaluable life skills. These include resilience, confidence, and a deep understanding of diverse career paths. The dynamic environment at Henley, with its constant exposure to new challenges and the opportunity to learn from experienced professionals, provides a unique foundation for long-term success.

 

Looking Back: The Enduring Spirit and Evolving Role of Research at Henley

To truly appreciate how far we’ve come, it’s illuminating to look back at an article written about Henley Research 10 years ago, as we celebrated our 20th anniversary. Published in 2003, ‘Thrill of the Chase’ offered a fascinating glimpse into the world of executive search research and Henley’s place within it. While the core “Henley Spirit” and commitment to diligent research have remained, it’s clear how much the industry, and indeed our role within it, has evolved.

In 2003, the article captured the essence of finding information, without the assistance of today’s digital tools, stating: “Henley spends thousands of pounds a year on CD Roms and databases of companies around the world.” This provides a vivid contrast to our current reliance on platforms like LinkedIn and AI, demonstrating the incredible leap in technological advancement that has streamlined and enhanced our processes.

Perhaps one of the most significant shifts highlighted by comparing the two eras is the evolving role of the researcher. The 2003 article described researchers as the “faceless side of headhunting,” noting that “Researchers never meet the candidates they recommend, and only rarely see the client companies themselves.” It also stated, “The researcher only establishes a list of possibles… We speak to people for 10 to 20 minutes. We don’t meet them. All you can do is to get an impression.”

Today, while the rigorous data collection aspect of research remains key, our role has undeniably expanded. Oue researchers are trusted advisors to clients; we’ve moved beyond merely identifying “possibles” to nurturing relationships and providing nuanced insights that only come from genuine connection and understanding.

As we celebrate 30 years, we reflect on how the “hard slog” of research has evolved into a sophisticated blend of cutting-edge technology and unparalleled human insight. The tools may have changed dramatically, and our role has deepened, but the investigative spirit, perseverance, and unwavering commitment to excellence that defined Henley Research at 20 continue to drive us forward at 30. We are proud of our journey, our team, and the lasting relationships we’ve built.

To celebrate this incredible milestone, we celebrated clients, partners, former colleagues and current – photos below:

The escalating battle for STEM talent in defence

The escalating battle for STEM talent in defence

by | Jun 9, 2025 | Insights, News Item

Executive Summary

The UK’s defence industry faces a critical talent shortage, posing a significant threat to its operational capabilities and national security. A perfect storm is brewing due to skill gaps in crucial areas like Artificial Intelligence, cybersecurity, robotics, and software development, compounded by an aging workforce and intense competition for STEM professionals from high-paying industries such as technology. Difficulties in retaining staff, evolving employee expectations, and a persistent lack of diversity further exacerbate these challenges, stifling innovation and narrowing the available talent pool.

This report underscores the urgent need for the defence sector to adopt innovative and strategic approaches to talent management. Key recommendations include comprehensive succession planning to safeguard institutional knowledge, the proactive development of external talent pipelines through collaborations with educational institutions, and significant investment in upskilling initiatives and internal mobility to bridge existing skill deficiencies. Furthermore, enhancing the employee value proposition through competitive compensation, flexible work arrangements, inclusive workplace cultures, and robust wellbeing programs is vital for attracting and retaining top-tier talent.

Examples from leading industry players, such as BAE Systems, illustrate that joint efforts between government and the private sector can yield substantial progress, particularly in addressing cybersecurity skill shortages and improving workforce diversity. However, continuous vigilance and investment are imperative to anticipate future skill demands and adapt to rapid technological advancements.

Ultimately, by embracing a forward-thinking, data-informed talent strategy, the UK defence sector can secure its technological advantage, bolster national resilience, and transform defence into a dynamic, innovative economic driver. Failing to act decisively risks falling behind global competitors in an increasingly unstable global landscape.

The Intense Competition for STEM Talent

The defence industry has historically relied heavily on individuals with backgrounds in Science, Technology, Engineering, and Mathematics (STEM). However, a concerning trend has emerged, with a recent report from Guidant Global indicating that a significant 83% of defence employers in the UK express concerns about a current scarcity of STEM talent. Fears are growing that the UK defence sector could fall behind global rivals as a direct consequence, especially as STEM skills are increasingly in demand across various other sectors, most notably the rapidly expanding technology industry. In 2024, the technology sector was identified as the highest-paying industry (Adria, 2024), making it unsurprising that STEM professionals might gravitate towards a career in technology rather than defence. The average starting salary in the UK tech sector is approximately £45,000, with experienced professionals potentially earning up to £120,000 (LSE, 2025). These figures significantly outpace many entry-level and mid-career positions within the defence sector. With major tech companies possessing the resources to offer more attractive salaries and benefit packages, the defence industry is struggling not only to retain its existing talent but also to attract new talent for the future.

What are the challenges surrounding STEM talent in Defence?

Skill Gaps in the Current Workforce

The skills required by the defence sector have undergone a massive transformation in recent years. In 2025, proficiency in areas such as Artificial Intelligence (AI), Software Development, Robotics, and Cybersecurity are fundamental for the defence sector’s operations. This represents a substantial shift from the skillsets that were essential when many defence professionals began their careers. Consequently, notable skill shortages and gaps have become evident within the existing workforce. For example, while traditional engineering disciplines remain important, the integration of AI into military systems necessitates a new generation of engineers with specialized expertise in machine learning (ML) and data analytics.

Currently, it’s estimated that only about 15% of engineers within the defence sector possess specific AI/ML expertise, creating a critical bottleneck in the development and deployment of advanced military capabilities (Engineering Council, 2024). Companies like BAE Systems and Raytheon Technologies have reported difficulties in finding engineers with the necessary experience to support next-generation platforms and digital warfare capabilities. This talent gap is further exacerbated by a global scramble for similar skills across diverse sectors such as fintech, space exploration, and large technology corporations.

This disparity between the traditional skills prevalent in much of the current workforce and the emerging demands presents a significant hurdle for the defence sector in maintaining its technological edge. This situation is a major concern, as a lack of expertise in modern technology and cybersecurity within the defence sector could leave the UK vulnerable to cyber-attacks. Without a skilled workforce capable of implementing and maintaining robust security measures, critical infrastructure and sensitive information face heightened risks. It will also make it difficult to maintain and upgrade existing systems. A talent deficit could result in the UK falling behind other nations in its defence capabilities.

The industry also faces two distinct yet pressing challenges: an impending wave of retirements threatens to erode decades of institutional knowledge, while simultaneously, there aren’t enough individuals entering the talent pipeline to absorb this accumulated expertise. Both Rolls-Royce Defence and Leonardo have identified succession pressures stemming from an aging workforce as a strategic concern, particularly within engineering, prompting accelerated succession planning and increased graduate intake schemes. The transition to a more digitally and AI-enabled defence force requires a meticulous transfer of expertise, alongside the crucial task of upskilling new recruits.

Securing qualified candidates is further complicated by non-compete agreements and lengthy security clearance processes, which contribute to bottlenecks in security clearance and onboarding. With delays extending to months or even years for hiring, clearing, and onboarding, many positions remain vacant, creating ripple effects on program timelines and delivery. The burden of security clearance disproportionately impacts emerging talent and lateral hires from outside the traditional defence domain.

Retention & Value Proposition

In addition to seeking new talent, it is crucial for the defence sector to effectively retain its existing workforce. Competitive salaries and comprehensive benefit packages offered by other industries can often entice defence employees to seek opportunities elsewhere. For instance, engineers trained in maintaining military aircraft are increasingly transitioning to robotics engineering outside of defence, where they are offered higher salaries (War on The Rocks, 2025).

Workforce expectations are evolving, with a younger engineering demographic increasingly prioritizing flexibility, a sense of purpose, and inclusive cultures. This further emphasizes the need for proactive Employee Value Propositions. Defence firms are adapting by actively soliciting feedback – enhancing career development pathways, introducing hybrid working models, conducting salary and total reward benchmarking exercises, and investing in sustainability initiatives to appeal to the next generation of talent. However, they continue to face strong competition from commercial tech firms that typically offer faster innovation cycles and less bureaucracy.

This retention issue is a significant factor contributing to the skill gap problem and will only intensify if not adequately addressed. As these challenges become more prevalent, there is an increased risk of employee burnout within the sector, as current employees face heightened pressure while attempting to compensate for personnel shortages. This could severely decrease workforce morale, consequently worsening retention issues as employees seek less stressful alternatives.

A Lack of Diversity

STEM fields are often contend with diversity challenges, and the defence sector is no exception, facing ongoing criticism regarding the significant underrepresentation of women and ethnic minorities – particularly in leadership and technical roles. For example, only 16.5% of individuals working in engineering occupations are women (Engineering UK). This highlights that fields vital to the defence sector exhibit a serious lack of diversity, further restricting the talent pool available to the defence sector. This absence of diversity not only limits the available talent but also impedes innovation and problem-solving by excluding a broad spectrum of perspectives and experiences.

Companies such as Lockheed Martin and Thales Group have integrated diversity and inclusion into the core of their workforce strategies, launching targeted outreach and internal development programs. Nevertheless, attracting and retaining underrepresented talent continues to be a major obstacle.

Cultivating a diverse and inclusive workforce can, among many benefits, foster innovation, drive improved decision-making, and support greater employee satisfaction. This can lead to a happier, more dynamic, and engaging work environment that supports organizational development, growth, and change. Ultimately, enhancing diversity will strengthen the sector’s capacity to adapt and innovate.

How Can These Challenges be Resolved?

The challenges outlined above indicate an urgent need for strategic and proactive solutions. Central to this is succession planning, which involves identifying employees who have the potential to fill future leadership roles and ensuring they receive appropriate training and development to prepare for when such a role becomes vacant. Providing targeted training, mentorship opportunities, and exposure to increasingly challenging responsibilities will equip these employees to seamlessly transition into leadership roles, making the process of filling a vacant position much less stressful and time-consuming.

Effective succession planning not only prepares an organization for when someone in a leadership role departs but also plays a crucial role in retaining top talent by offering these individuals a clear vision of their career progression within the organization. Knowing that opportunities for advancement exist and that their contributions are valued for the long term can significantly boost employee morale and confidence in the organization’s future, fostering a more stable and engaged workforce.

Building Talent Pipelines

While internal development is crucial, the defence sector must also proactively construct external talent pipelines to compensate for the significant STEM talent deficit. Moreover, if organizations within the defence sector only begin searching for talent once roles become available, they risk wasting time and enduring longer waits for positions to be filled. Building a talent pipeline resolves this issue, as it entails identifying and cultivating relationships with prospective talent before they are actually needed. This will ensure that the defence sector is prepared for its future talent requirements.

The initial step in establishing a talent pipeline is to anticipate what future skill gaps might look like and determine the skills future candidates will need. This involves considering upcoming technological advancements and the skills required to effectively utilize and manage this technology. Once the key skills have been identified, profiles outlining the ideal candidates should be created. These profiles should be tailored to specific roles and emphasize the essential skills, experience, and qualifications candidates would need. Subsequently, the process of sourcing and engaging with potential talent can commence. This involves building relationships with individuals who possess the required skills, even if they are not actively seeking new employment.

It is also important to engage with individuals at the outset of their careers. By engaging with students early, the defence sector can actively nurture the next generation of engineers, cyber specialists, and AI experts. This can be achieved through STEM initiatives in schools, apprenticeships, and graduate programs. Partnering with universities and colleges to offer internships, placements, and graduate programs would be an excellent way to cultivate the talent needed by the defence sector early on, preventing future skill gap issues.

Retention & Employee Value Proposition

For the Defence sector to retain its top talent, it must be able to offer competitive salary and benefits packages to prevent employees from being enticed to move elsewhere. Regular benchmarking against comparable roles in other sectors, particularly the technology industry, is essential to ensure that compensation remains appealing. The defence sector has made efforts to retain its staff, with the Ministry of Defence (MOD) implementing financial incentives, such as a £30,000 retention payment for a cohort of Tri-service aircraft engineers (announced in November 2024) (Gov.UK). Other financial incentives, beyond base pay and bonuses, often include life assurance policies and competitive employer pension rates.

While financial incentives can be an effective method of retaining staff, it is also important to consider alternative motivators. For instance, the defence sector can promote its unique value proposition by highlighting the fulfilling nature of mission-driven work and the direct contribution to national security. Additionally, if the defence sector cannot always match salaries offered by private organizations such as tech companies, there should be a broader focus on the overall employee value proposition. This means considering factors such as:

  • Transparent pay policies: Including clear, understandable pay progression frameworks.
  • Recognition: How exceptional work is rewarded, often linked to variable pay.
  • Meaningful performance measures: Clear and tangible indicators to motivate employees, where their input directly influences outcomes.
  • Non-financial employee benefits: Health and wellbeing initiatives, employee perks like retail discounts and memberships, and leave entitlements.
  • Working environment: Offering flexible working arrangements.
  • Company culture: Cultivating a positive company culture where everyone feels valued.
  • Learning & Development: Linking to career progression, with clear pathways for employee advancement.

The points listed above are all factors that could attract employees to the sector and make current employees less likely to leave. For example, non-financial employee benefits could encompass wellbeing perks such as free gym memberships, additional annual leave, childcare support, and flexible working arrangements. A particularly popular employee benefit is the provision of health cash plans. These allow employees to reclaim expenses for routine healthcare, such as dentist appointments, eye tests, physiotherapy sessions, and health screenings. This offers employees peace of mind regarding unexpected medical expenses and provides opportunities to bypass lengthy waiting lists by seeking private care. It also encourages employees to attend regular medical appointments, which can lead to earlier detection of health issues, reduced long-term absences due to illness, and an overall improvement in workforce health and wellbeing. Many modern health cash plans also include mental health provisions, such as access to 24/7 counseling helplines and therapy sessions. This can assist with stress management, contributing to a happier and more engaged workforce.

Furthermore, implementing attractive family policies (e.g., enhanced maternity/paternity pay and flexible or remote working arrangements) not only aids in retention but also contributes to addressing issues of diversity and inclusion. In particular, it will help to attract and retain more women, who often bear greater caring responsibilities and face more significant career interruptions when starting a family. Enhanced paternity leave also encourages a more equitable distribution of childcare responsibilities, further supporting women’s career progression and fostering a more inclusive workplace culture for everyone. By demonstrating a commitment to work-life balance through these supportive family policies, the defence sector can broaden its appeal to a wider and more diverse talent pool, attracting individuals who need to prioritize family alongside their professional aspirations.

Upskilling and Boosting Internal Mobility

While establishing long-term talent pipelines is crucial for future success, implementing strategies to enhance the skills of the existing workforce and promote internal mobility can offer more immediate solutions to address current skill gaps. Investing in comprehensive training and development programs can equip current defence workers with the new skills needed in emerging fields such as AI, cybersecurity, and robotics. Offering engaging and clearly defined career development opportunities within the sector also serves as a potent tool for employee retention. This approach is particularly effective as internal candidates often possess a deep understanding of existing processes and organizational culture, significantly reducing the time and resources required for onboarding into new roles. By fostering a culture of continuous learning and providing clear pathways for internal advancement, the defence sector can simultaneously address skill shortages and enhance employee engagement and loyalty.

How Can These Challenges be Resolved?

Industry Efforts to Tackle Talent Challenges: Case in point: BAE Systems

BAE Systems identified a critical risk to its succession planning as early as 2020, highlighting significant skills shortages and diversity gaps within its cybersecurity function. The 2019 (ISC)² Cybersecurity Workforce Study reported a global deficit of four million cybersecurity professionals and noted that just 24% of the workforce were women. The same study also revealed ‘major’ pay disparities across the sector.

While government initiatives, such as a £20 million cybersecurity skills program for 14-to-18-year-olds, were launched to address the issue, BAE Systems made a much more substantial commitment: investing £90 million in STEM programs across the UK, including targeted cybersecurity initiatives.

Recognizing the urgency of the skills gap, BAE has now trained approximately 3,000 apprentices and launched a national schools roadshow, reaching over 450 institutions throughout the UK. This proactive outreach enabled the company to engage with potential future talent early in their educational journeys, cultivating a pipeline of skilled professionals from diverse backgrounds.

This dual strategy, combining government support with private sector investment, has contributed to noticeable progress. According to the UK Government’s Cyber Security Skills in the UK Labour Market 2024 report, the number of cybersecurity graduates has increased by 34% since 2019. However, the study also found that women still only account for 17% of the workforce, indicating that gender representation remains a significant challenge in the field.

Further analysis by BAE Systems revealed that 90% of cybersecurity professionals believe the industry could do more to support Diversity, Equity, and Inclusion (DE&I) initiatives. Strikingly, two-thirds of respondents felt diversity was worse in tech than in any other UK sector. In response, BAE took deliberate steps to improve gender balance at the highest levels, appointing three women to its executive committee and publicly committing to achieving a 40% gender mix in senior leadership.

While BAE Systems appears to be making tangible progress on its diversity agenda, questions remain about the sustainability of its succession planning and overall skills resilience. The company must continue to horizon scan – investing in R&D, listening to employees, and building a diverse workforce with broad experience. As for what’s next? Industry insiders suggest that skills gaps in cryptography and communications security have doubled in recent years, from 12% to 24%, pointing to another looming challenge on the talent front.

Conclusion

The escalating competition for STEM talent is a challenge the UK defence sector simply cannot afford to overlook. The defence sector is confronting a growing talent crisis as it grapples with a perfect storm of skills shortages, succession risks, and evolving workforce expectations. As global threats change and technological innovation accelerates, defence companies are under increasing pressure to secure the right engineering and technical talent to maintain capability and readiness.

These significant skill gaps, coupled with a competitive global market for expertise and a lack of diversity, are all jeopardizing the nation’s defence capabilities. To maintain an operational advantage, defence organizations must adopt a more proactive and data-driven approach to talent intelligence. Without bold changes, this traditionally rigid sector risks falling behind both technologically and demographically, as other sectors embrace adaptability as the norm.

By embracing proactive strategies focused on robust succession planning, strategic talent pipeline development to forecast future skill needs, a compelling employee value proposition, and a steadfast commitment to upskilling and internal mobility, the sector can move towards a more secure and innovative future.

Remuneration benchmarking: A smart approach to talent retention

Remuneration benchmarking: A smart approach to talent retention

by | Mar 18, 2025 | Insights

In an era of heightened talent mobility, it’s no wonder organisations are seeking smarter strategies to retain their top performers. Research from Totaljobs at the start of the year highlighted that almost a third (31%) of UK workers expressed a desire to change jobs in 2025. In response to this climate, companies are shifting their focus from recruitment drives to employee retention, striving to create a more stable workforce that will fuel productivity and sustain future growth.

With the ongoing sluggish economy forming a challenging backdrop to talent acquisition initiatives, it’s crucial for organisations to carefully consider their strategies regarding retention. This means looking carefully not only at salaries being offered, but also at the entire employee value proposition, taking into account the overall compensation package. Remuneration benchmarking is an invaluable tool when it comes to the development of reward policies and can play a significant role in retaining the talent needed for companies to thrive.

So, what is it, and why is it something every company should consider as a smart approach to talent retention?

What is benchmarking?

Benchmarking uses market research to ascertain data-led industry standards for levels of remuneration, which are then used to make comparisons against what a company is offering for specific roles. The process can include base salaries, employee benefits, and other aspects of a total reward package. Salary benchmarking on a regular basis, and implementing these standards, ensures that companies are paying their staff at a level that is competitive against their direct peers and comparable with the wider market – as well as remaining in line with inflation, skills demand and the changing economic climate. This ensures that staff are motivated and feel fairly compensated for their efforts, which in turn maximises company loyalty and employee retention.

Without up-to-date reward data from the market, companies can put themselves at risk of losing staff to higher paying competitors, leading to costly recruitment processes and high staff turnover. This may also result in companies gaining a reputation for being ‘low payers’ relative to industry standards. After all, seeking better pay and benefits is the number one reason that Brits change jobs, according to research by InvestorsInPeople.com. Benchmarking can help firms to minimise these staff turnover risks, by analysing how their market position compares to that of similar companies for the same job roles. It supports informed decision making around competitive compensation levels, which helps to attract and retain top talent.

Why is there a growing focus on talent retention? How does benchmarking fit into this?

In the wake of the pandemic, we experienced the Great Resignation – a period of mass movement and change in the talent market that caused huge instability and upheaval. Because of this, organisations across all sectors placed a heavy focus on recruitment, in an attempt to fill the gaps left by departing staff. Work culture shifted dramatically, with greater emphasis on flexible working and employee wellbeing, which are both now set to remain as a lasting legacy from the Covid era.

Given this huge recruitment drive, salaries became inflated beyond the usual levels of increase – partly due to companies scrambling for talent, and partly because new hires tend to command greater salaries than existing employees holding the same position. This subsequently led to financial strain for many companies, on top of the rise in inflation and the cost-of-living crisis which has stifled growth across a wide range of industries.

In the midst of this challenging post-pandemic economy, and following on from the recruitment rush of the past few years, the priority on hiring is now waning in favour of retention. We are now witnessing “The Big Stay” – a trend of employers choosing to maintain their current workforce, and employees choosing to remain where they are. But why is this happening? Why are companies shifting their focus to retention?

One major factor is the cost of recruitment. It is no secret that the overall cost of the hiring process far outweighs the cost of keeping salaries in line with the market, or even providing a pay rise or promotion to an existing employee. Recruiting and training a new hire can cost a business between 20%-30% of an employee’s salary, according to Bravo Benefits, and the impact is even bigger when taking lost productivity into account. Therefore, retaining talent keeps costs down in the long run.

Another reason for the focus on retention is around skills shortages and skills gaps. When it comes to skills shortages, these are often caused by a rising demand for specific skill sets but an inadequate supply of appropriately qualified people to fill the positions. For example, in the field of technology and AI, advancements are being made more rapidly than people are being trained up to manage the systems. These skills gaps lead to a highly competitive talent market, with increased movement as companies hike up their salaries to attract the talent needed. Organisations therefore want to hold on to their existing people who possess these hard-to-obtain skills, to avoid a potentially strenuous hiring process.

On the other hand, with skills gaps, this refers to gaps of certain skills and experience within the workforce, often caused when those at the upper levels (in terms of leadership, experience and age range) begin to retire or change occupation, and there is a lack of sufficiently qualified talent moving upwards. There may be talent at an entry level gaining the necessary skills, or people with a few years’ experience; however, gaps often present within the middle management tier, where more experience is needed but the talent at this level is hard to come by. Retention is key, then, for companies to avoid this kind of gap in their workforce.

Benchmarking your company’s remuneration packages is a valuable part of developing effective people strategies, especially if staff retention is high on the list of priorities. Whatever their level of experience or expertise, employees want to work for companies that are open about how salaries are determined, and ones that pay at a fair and appropriate level. Developing an equitable workforce where people feel valued and appreciated is a vital part of navigating the uncertain talent market.

By investing in market research and analysis and setting clear, evidence-based pay strategies, this demonstrates to employees that you are committed to looking after your people, just as they are committed to your business. Employees’ pay perception can often be just as important as your reward packages, so clear communication around pay is key to a satisfied staff cohort who understand (and stay loyal to) your company’s pay ethos.

What is the process of remuneration benchmarking?

When it comes to planning your remuneration benchmarking, the first step is to look at your workforce as a whole and think about any roles, levels, or even entire directorates that may be on outdated salaries or pay scales. It may be that some positions in the company are starting to lag behind market rates, especially in areas such as technological development where there is a high demand for skills. Identifying the areas where there are retention risks is crucial for prioritising the right roles within the benchmarking process.

The next step is to carry out the research – either manually, through a dedicated system, or by enlisting the help of a consultancy firm to undertake the research and provide the relevant data. This will give you the important numbers (often given as quartile ranges and averages) around up-to-date industry standards for pay within your sector. In the research process, it’s important to factor in aspects such as geographical location, job scope and experience levels – so having clear, well-defined job descriptions for each job role is essential for making accurate comparisons against similar roles in the market.

Remuneration benchmarking can cover many aspects of compensation packages, including but not limited to: base pay, bonus provision, Long Term Incentive Plans (LTIP), pension rates, annual leave policies, health benefits, family friendly policies (such as enhanced maternity & paternity leave policies) and car allowances. Data around pay and benefits can be gained from a number of sources, such as market salary reports, job advertisements and online databases – and benchmarking software can also be used. For more tailored research approaches, consultancies can carry out confidential conversations with relevant post holders within a target market, harnessing the most accurate and real-time data.

Once the pay data has been collected, you need to compare the market salary ranges for each role against your current remuneration rates, to identify any gaps or discrepancies (these will be your main areas of risk when it comes to talent retention). Based on the analysis, your company can then make adjustments to base salary levels or salary structures, to ensure it is remaining competitive and maximising retention.

What are the potential challenges around the process of benchmarking?

Obtaining the data in the first place can be challenging if you don’t know where to look. For adequate remuneration benchmarking, companies need to get hold of data which is accurate, relevant to their specific organisation and sector, and tailored to factors such as company size and role scope. Publicly available information is often hard to find, or too generic to provide the accuracy needed for informed decision making in pay setting. The data needs to be real-time, using quality research processes, and represent roles from the most relevant comparators.

Another challenge is around the constant change and fluctuation when it comes to salary levels, due to how quickly the market can shift. As mentioned above, salaries for certain roles can change quickly due to market skills demand for particular job roles, or due to other factors such as economic fluctuations and even international politics. Therefore, it’s important to undertake regular reviews of salary information, because the numbers can quickly become outdated – but this high frequency of market testing can pose a challenge for organisations, especially when HR teams are already stretched.

Benchmarking salaries can also be quite labour intensive and time consuming, especially if you want the research to be accurate and relevant. All of this can add to an ever-expanding to-do list for HR and Reward Managers, and so the smart move is often to use a reward benchmarking consultancy service, who can tailor their research to the specific needs of your organisation, providing information that is accurate, timely and relevant.

Overall, why is benchmarking advantageous? Why is it a smart approach to retaining talent?

If your company is truly invested in its people and committed to being a great place to work, then ensuring that you are paying a fair and market-comparable rate is the best place to start. Benchmarking should therefore go hand-in-hand with the setting of pay policies – especially if you want to be competitive against your direct peers, and attract the best talent.

Perhaps most importantly, benchmarking your remuneration policies can help towards reducing staff turnover, because paying a competitive wage undoubtedly leads to improved employee morale and job satisfaction. When employees feel valued and fairly compensated for their hard work, they are more likely to be engaged and motivated, which will ultimately drive company performance. Having a low turnover will also save companies on the costs related to hiring and training new employees; so, ultimately, it’s beneficial for both sides if your people are happy.

Offering attractive pay rates that are informed by salary benchmarking also serves to give companies a competitive advantage in recruitment processes and prevents them from lagging behind the market. Salaries for some jobs can rise quickly and unpredictably due to skills shortages or changes to legislation, leading to an increased demand for particular skills. It is therefore important for companies to stay proactive, keeping track of the market on a regular basis and making adjustments where needed – after all, employees often know where to look for salary information online, so if your company is lagging behind with pay, then your best people will head for the door.

Base pay is not the only consideration here: pay structures are also positively impacted by a focus on benchmarking. This is because the process of market testing helps to inform the development of salary bands, which shows employees what they can expect as they grow and develop – helping to boost performance and retention at an individual level through robust pay progression frameworks. This also aids in general pay transparency, which is an increasingly important aspect of company culture for much of today’s workforce; data from Indeed’s Hiring Lab suggests that salary transparency in the UK has increased by 49% since 2019.

When it comes to justifying the potential cost and effort of remuneration benchmarking as a smart approach, here’s the bottom line: benchmarking is a data-driven method for decision making around pay, providing concrete evidence to support targeted interventions for bolstering retention. In today’s competitive job market, your reward strategies must be attractive, fair, and aligned with the wider market. Without the right data to drive your decisions around pay setting, it’s easy to miss out on (or to lose) the top skills that your business needs to thrive.

Conclusion

Remuneration benchmarking is a reliable, data-driven strategy that can have a hugely positive impact on pay setting by enabling organisations to make informed decisions around pay based on their position within their direct market. By offering fair and competitive salaries, companies can build a solid reputation within their relevant sector, leading to the attraction and retention of high-quality candidates. Organisations that have an effective talent retention strategy will ultimately have a competitive advantage over their peers in the long run, ensuring they have the best people on board to drive innovation, growth and success.

Do you want to know more about remuneration benchmarking services and how they can help your business to thrive?

Get in touch or visit our sister company, Henley Reward Consulting, for an informal chat about how we can support the development of your people strategies.