Scotland’s investment ambitions hinge on workforce planning, Kelly Hardman argues. For businesses, access to skilled workers is as vital as financing. The recent budget proposes changes to immigration routes, but their success depends on practical implementation.
The budget aims to attract international graduates and adjust skilled worker salary requirements. However, Hardman notes that a broader talent pool doesn’t automatically solve specialist vacancies. Eligibility, timing, and cost are critical factors.
Workforce readiness: a key investment factor
Scotland’s strengths in energy, technology, and advanced manufacturing create opportunities, but success relies on capable businesses and supply chains. Workforce readiness should be a core part of investment planning, considering both existing skills and future needs.
When competing for projects, Scotland must assess not only sites and infrastructure but also the availability of required skills. This includes evaluating whether skills can be developed in time or recruited from abroad.
Balancing domestic skills and international recruitment
International recruitment is essential, but it must complement investment in Scotland’s existing workforce. Education, apprenticeships, and reskilling are vital components. In the energy sector, assisting workers in transitioning to emerging opportunities is a priority.
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Employers require visibility of future projects to effectively invest in training and recruitment. Developing specialist skills is time-consuming, and businesses may not always afford to delay projects. Scotland must strike a balance between domestic skill development and international recruitment to address genuine skill gaps.
Attraction and retention: a delicate balance
The government’s recently confirmed earned settlement framework is an important reminder that attraction is only part of the talent equation. It sets a new ten-year standard qualifying period for settlement, with shorter or longer pathways depending on factors an individual’s contribution, integration and immigration history.
For internationally mobile talent, career opportunities, family circumstances, and confidence in building a long-term future in the UK can influence whether Scotland becomes a temporary destination or a permanent home. The UK wants to compete effectively for internationally mobile talent while changing the terms on which that talent can build a permanent future here, the interaction between attraction and retention requires careful consideration.
Effective workforce planning should begin early, identifying essential skills and recruitment timelines. Businesses must look beyond recruitment, focusing on retention and supporting an environment that encourages long-term commitment from international talent. By tackling these issues, Scotland can secure the talent necessary to achieve its investment objectives, and its investment ambitions will be more likely to succeed.
