5 Tips to Remote Cross-Border Hiring Post-Brexit

The last three years will go down in history as some of the most unusual and unexpected years in recent times. Britain’s exit from the EU and an unexpected global epidemic undoubtedly shook the recruiting landscape, but did these seismic events change the market beyond recognition?

What has changed?

In a time of complete upheaval, high flying talent in successful terms clings to the permanence of their roles. We live in an era of highly competitive job markets as a result, especially in the high-octane legal recruitment market. Every recent socio-political event has also had a lasting impact on mobility. The restrictions on traffic resulting from the Brexit conflict with the increased flexibility and distance of the world of work that led to COVID. However, consistently since 2020, companies have had no choice but to build first-rate legal teams that can deal with and reduce risks for these competing forces.

How, then, do companies continue to recruit the best talent despite challenging boundary requirements and in a way that still cultivates a connected team? The legal industry, which traditionally relies on cross-border moves, can provide a useful example of the challenges, and opportunities, of post-boot and post-Brexit moves. The way companies navigate this landscape can provide employers with some top tips for dealing with this unique tension.

1. Stay flexible

First, make the most of the flexibility that comes with working remotely. Candidates in the Swiss life sciences market, the strong regulatory legal talent in Belgium, the French-speaking skills of Parisian lawyers, and consultants with technological know-how in Berlin, have long attracted employers in the UK. To continue to recruit such talent after the Brexit, UK headquarters companies have increasingly chosen to hire remote labor. After all, a contemporary workforce is a remote workforce in a post-epidemic world. Employing the use of partners in the employment contract home has been one option for facilitating the recruitment of foreign workers in recent months. However, not all companies have the luxuries of this network, so what other options are there?

2. Harness rotations and short-term placements

The UK has set a limit of 180 days that can be spent in the UK in a given tax year. Beyond that, the person is considered to be domiciled in the UK and subject to UK tax regulations. Companies are taking advantage of this to have lawyers based in the UK spend significant time in the UK, and annual shipments or staff cycles are becoming more common. The agility of such recruitment strategies is an appealing tactic for employers looking to attract and retain the top talent in the post-epidemic world.

Go global

Employers should make the most of the rich variety of an international talent pool whenever possible. For example, the pedigree of lawyers trained in the UK will remain coveted in various markets, despite the socio-political changes of our time. Especially in global positions, UK-qualified candidates, experienced in an acceptable law system, can offer information on American, Canadian and Australian issues. International and mainly American staffing companies seeking to recruit talent in the UK are showing increasing convenience with senior lawyers who maintain a UK-based base as long as they are subject to frequent travel, which usually equates to 50% of their job. For both employers and candidates, preparing to look beyond borders can create a rich seam of opportunities.

For smaller companies, it’s time to get creative

However, it is unfortunate that most of the existing options fail in smaller or less established start-up organizations that do not have partners or sub-entities based in markets outside the UK, or that are based on geographies that do not boast a plethora of UK-eligible candidates.

In all circumstances, but especially for smaller companies, the denial of restrictions imposed by new immigration regulations and the recruitment of the appropriate candidate (rather than the available talent) stems from the company’s ability to creatively motivate candidates to move apartment.

However, no matter what your size as a company, those with strong and creative human resources teams, collaborating with tax and legal stakeholders to create opportunities, have thrived in their latest recruitment strategies. Leading talent feels valued, rewarded and motivated when given the opportunity and when generously rewarded for moving apartment.

5. Tailor your strategy to suit your employee’s needs

In the case of a transfer, it is not possible to pass a judgment against people who are unable to move into an apartment for family or other personal reasons. Companies often find the willingness of candidates to change geography, despite the political and social landscapes, as an encouraging demonstration of commitment to the job, but other options such as weekly travel are no longer accessible. Employers and employees need to be more open to short-term rotations or to a hybrid system than ever before.

In short, employers looking to get ahead of the post-Brexit European talent race should: stay flexible by leveraging the best aspects of hybrid work, look into the distance, be creative with relocation strategies and understand the candidate’s work preferences, including their location. These strategies will allow employers to reap dividends with a committed and loyal workforce. After all, “all of humanity is divided into three classes: those that do not move, those that can be moved, and those that move,” as Benjamin Franklin once said.

By Elena Baghdad, CEO b Major, Lindsay and Africa.

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