Across government and regulated programmes in 2026, demand for SC‑cleared professionals shows no sign of slowing. Digital, data, cyber, engineering, delivery and change roles increasingly specify “active SC required” as a non‑negotiable, particularly for contract hires.

The intention is understandable: programmes are under pressure, onboarding time is critical, and nobody wants delivery blocked by vetting delays.

But an important question is emerging in the market:

Are organisations unnecessarily shrinking their talent pool by focusing only on candidates with currently active SC clearance? Let’s explore…

The Talent Bottleneck You May Have Created

Active SC clearance is finite. It expires, lapses between roles, and is largely controlled by employer sponsorship rather than the individual.

By insisting on already active SC, many hiring managers are competing for the same small subset of contractors. This has several consequences:

• Inflated day rates and reduced value for money
• Longer time to hire despite “strict” criteria
• Recycled talent rather than fresh perspectives
• Reduced diversity of experience and background

Meanwhile, a much larger population of candidates sits just outside your eligibility window.

The Overlooked Opportunity: Candidates With Lapsed SC

Candidates with previously held SC clearance, now lapsed, are often indistinguishable in capability from those who remain actively cleared:

• They have already passed full SC vetting once
• They understand government environments and compliance expectations
• They are familiar with secure delivery constraints
• They often have stronger commercial and programme experience than the typical “clearance‑first” contractor

In many cases, their clearance has lapsed simply because:

• They moved to a non‑cleared programme
• They took time out or changed sector
• Their sponsoring organisation changed

Not because of any suitability or risk issue.

Can You Sponsor Someone for SC on a Contract Role?

This is the question that usually stops the conversation.

Yes, in certain circumstances, contractors can be sponsored for SC clearance.

However, it requires the right operating model and mindset.

Sponsorship is typically more viable when:

• The contract is of sufficient length (6–12 months+)
• The role is genuinely hard to fill with active SC alone
• The candidate brings scarce or high‑value skills
• The programme has appropriate sponsorship routes in place

What matters most is clarity up front: timelines, risk appetite, and delivery sequencing.

Many organisations already accept onboarding delays for niche skills in other areas. SC sponsorship should be viewed through the same commercial lens.

The Cost of Waiting vs the Cost of Sponsoring

Hiring managers often assume sponsorship equals delay and risk. In reality, the comparison should be:

• Waiting months to secure the “perfect” active SC candidate at a premium rate
  vs
• Sponsoring a proven candidate and retaining control of the talent pipeline

Programmes that adopt this approach consistently report:

• Improved quality of hire
• Reduced churn
• Greater loyalty and continuity
• Stronger medium‑term delivery capability

Permanent Hiring Already Understands This, Contracting Often Doesn’t

Permanent recruitment accepted long ago that SC sponsorship is part of building capability.

Contract hiring has lagged behind, often defaulting to immediate readiness over long‑term value. In today’s market, that approach is becoming increasingly expensive and restrictive.

If your programme horizon extends beyond a few months, restricting yourself to “active SC only” may no longer be the most commercial decision.

Risk Management Still Matters

None of this suggests lowering standards.

Security vetting exists for good reason, and hiring managers must remain compliant. The shift is not about bypassing clearance, it’s about widening the pool responsibly by:

• Considering candidates with prior SC history
• Exploring sponsorship pathways where viable
• Making informed decisions rather than blanket exclusions

How Sanderson Can Help

A common challenge for hiring managers is understanding the true status of a candidate’s SC clearance, whether it’s active, transferable, or has recently lapsed.

With decades of experience supporting government and regulated programmes, Sanderson brings deep market knowledge and an unparalleled network of cleared and previously cleared professionals. We support hiring managers by:

• Using our industry experience to verify and sense‑check clearance status early in the process
• Providing clear insight into whether SC is active, recently lapsed, or likely to be transferable
• Advising on practical sponsorship options, timelines and feasibility based on real‑world delivery experience
• Reducing risk and uncertainty by applying informed judgement rather than relying solely on self‑reported information

This enables hiring managers to make confident, well‑informed decisions, balancing delivery urgency with long‑term capability and value.

Final Thought

In a market where demand outweighs supply, talent strategy matters.

Hiring managers who continue to chase only actively SC‑cleared candidates may unknowingly be:

• Slowing delivery
• Increasing costs
• Missing out on proven, experienced professionals

Those willing to consider candidates with lapsed SC, and to explore sponsorship pragmatically, are often the ones building stronger, more resilient teams.

If you want to talk candidly about clearance strategy, sponsorship options, or the reality of today’s SC talent market, I’m always happy to have that conversation.

Lately we’ve seen a clear and sustained uplift in day rate contractor demand in the change and transformation space, a trend which has been very much welcomed after a prolonged period of caution in 2024 and early 2025. In fact, our own placement figures reflect this trend with March 2026 placements up 31% compared to March 2025.

But what’s driving this?

Here we explore the key factors causing this growth, as well as diving into the top trends that are currently being felt in the contract change and transformation market.

What trends have we seen in the market?

Stronger demand for change contractors

There has been a stronger demand for change contractors across the whole of the UK over the last few months. This is being brought on by many firms now mobilising and delivering on more projects, creating the need for more contract-based resources.

From a candidate perspective, this demand is meaning we’re seeing fewer quality contractors available, and those candidates that are looking for a new role often have multiple offers running simultaneously due to demand.

Changes in skills requirements

The rise of Artificial Intelligence (AI) literacy is becoming even more prevalent in the change and transformation market and is now a skill expected by many clients.

However, while AI is changing how change professionals work by helping them carry out administrative, repeatable and manual tasks, it hasn’t changed what they’re accountable for.

Soft skills, such as emotional intelligence, critical judgement and communication, are something we’re seeing as a key requirement from many clients, as while AI can support manual or analytical tasks, soft skills remain essential because accountability, judgement and leadership cannot be delegated to technology.

What contract roles are the most in demand right now?

Growth is being seen across specific roles in the contractor space, the most in-demand right now are:

• Standard level Project Managers and Business Analysts
• Hands on, standalone PMO Leads
• Business Change and Readiness Managers
• Change contractors with strong data experience
• Change specialists with M&A or integration experience
• Contractors with general Insurance expertise
• Contractors with Finance Transformation experience

What business programmes are causing this growth?

New programmes requiring specialist talent

Many organisations are now commencing large transformation portfolios and prioritising critical programmes that all require specialist interim capability.

This is a trend Sanderson have seen firsthand, as we have been placing candidates in contractor roles for initiatives such as:

• Delivering expert interim expertise into a leading UK retailer on a Cyber & Identity enhancement programme

• Delivering contract change resources to a major UK home improvement retailer to support numerous workstreams including supply chain transformation, customer loyalty and online marketplace transformations

• Mobilising a specialist project team for a major UK charity to support the replacement of their core EPOS platform across all UK locations

Significant contractor hiring programmes

Large financial services organisations are starting to undertake significant contractor hiring campaigns.

For example, in the past few months alone we’ve experienced this having onboarded 40 interim change professionals, including 15 Project Managers and 25 Business Analysts into a leading British wealth management company. This has removed a substantial volume of experienced contractors from the market, which has significantly impacted the market.

M&A driven change activity

A notable rise in M&A driven change activity, particularly across Financial Services, is having a strong impact on the availability of contractors.

Examples of this impact in action include:

• Ageas’s Saga and Esure integrations being extended to Q3 2026, prolonging contractor demand.
• Aviva’s Direct Line integration driving increased contractor hiring into early 2026.
• Further contractor demand expected in late 2026 from NatWest’s integration of Evelyn Partners combined with Zurich’s acquisition of Beazley.

Summary

Overall, the contract market is continuing to recover and gather momentum, with contractors in certain specialist areas becoming increasingly difficult to secure. In fact, growth in this sector is now so pronounced that recently we’ve seen candidates receive more simultaneous opportunities than at any time since the post-COVID hiring peak of 2021–2022. Rates for in-demand roles have also increased by around £50-100 per day over the last six months.

This is causing many organisations to act quickly to lock in contractor talent ahead of any potential further tightening in the market.

Our advice off the back of these trends?

Remember the importance of human skills such as empathy, stakeholder engagement and communication during the hiring process. These are key traits needed to deliver change successfully, and while subject matter knowledge is important, focusing on these human skills will often mean you secure a better-quality resource during the interview process.  Frequently, the best CV on paper, doesn’t translate into the best candidate in practice.

And finally, keep your processes as streamlined as possible and feedback to candidates quickly to allow for prompt scheduling, especially if you have more than one interview stage.

Want any further advice?

Don’t hesitate to get in touch with me at [email protected] if you’d like to chat about these contractor hiring trends and how they might impact your own organisation, the Sanderson team are well placed to help source the best contractor and interim project talent.

We partnered with a major Outsourced Service Provider operating largescale customer service and complaint handling functions within the Financial Services sector. Their environment demands a constant pipeline of high-quality talent to maintain service excellence across high volume teams.

The Challenge

The client required ongoing recruitment support to deliver around 1,000 Customer Service Representatives and Complaint Handlers per year.

The Solution

We embedded a dedicated team within the client’s operation and built a fully scalable recruitment framework designed specifically for volume Customer Service roles, including a targeted agile attraction strategy, candidate support and passive talent engagement.

The Result

Fill in the form below to read on and discover how we successfully helped them improve their candidate experience and reach 1300 hires per year.

Many of you will have noticed an increase in the contract and permanent roles I’ve shared in 2026. You may also have spotted a clear pattern: a growing number now require active SC Clearance before candidates can even be considered.

This article explains what SC Clearance is, why it’s increasingly in demand, and the smartest way to obtain it – particularly if contracting is your longer‑term goal.

What Is SC Clearance?

Security Check (SC) Clearance is a UK Government vetting level that allows individuals access to sensitive information, systems, or sites. It sits below Developed Vetting (DV) but above standard background checks, making it one of the most commonly required clearances across government programmes.

SC Clearance is widely required across roles including digital, IT, data, cybersecurity, engineering, UCD, and delivery, especially where work touches critical services or national infrastructure.

Why Is SC Clearance So In Demand?

Demand for SC‑cleared professionals in 2026 continues to rise, driven by:

• Increased government investment in defence and national infrastructure
• Large‑scale public‑sector digital transformation programmes
• A growing focus on cybersecurity, data, and resilience

For contractors, this presents a challenge. Most clients want people who can start immediately, which means many roles now require active SC Clearance rather than being willing to sponsor it.

Why Permanent Roles Are the Smartest Route

One key thing to understand: you cannot apply for SC Clearance yourself. Clearance must always be sponsored by an employer.

In practice, this makes permanent roles the most reliable and realistic route to getting cleared. Permanent employers are far more willing to:

• Sponsor SC Clearance
• Absorb the cost and time involved in vetting
• Take a long‑term view when hiring

Importantly, you’re also paid while the clearance process is underway, gaining relevant experience rather than waiting on the sidelines.

A Critical Point: Ideally Stay at Least 3 Years

This is a crucial point that’s often overlooked.

If you take a permanent role specifically to obtain SC Clearance, you should ideally plan to stay in that role for at least three years.

This approach:

• Looks significantly stronger on your CV
• Allows you to build real domain knowledge in government and complex delivery environments
• Demonstrates commitment, not “clearance chasing”
• Positions you for better contract opportunities and stronger day rates later

Clearance alone opens doors – but it’s experience combined with clearance that really drives demand.

Key Requirements (High Level)

While details vary, SC Clearance typically requires:

• British citizenship (in most cases)
• At least 5 years UK residency
• Identity, employment, criminal, and financial checks
• Completion of detailed security questionnaires

Can SC Clearance Be Transferred?

Yes. SC Clearance is generally transferable between employers while active (usually valid for up to 5 years).

This is where the longer‑term strategy pays off: obtain clearance in a permanent role, build solid experience over time, and then move into contracting with both credibility and clearance.

Final Thoughts

SC Clearance remains a gateway to some of the most secure, interesting, and well‑paid roles in the UK market. While contracting is often the end goal, permanent roles are very often the smartest way to get there.

If you’re prepared to commit ideally at least three years, build genuine domain expertise, and take a long‑term view, you’ll be in a much stronger position when you do move into the contract market.

And yes — I’m recruiting 😊If you want to talk through strategy, timing, or current opportunities, feel free to get in touch.

When you need to strengthen your talent strategy and get the right people on board to achieve your goals, sometimes you need a helping hand that works with you flexibly to address your recruitment needs.

And that’s exactly what People’s Partnership, a leading UK not-for-profit financial services company who specialise in providing workplace pensions, were looking for.

The Challenge

Their team were searching for a provider who would be able to really get under the skin of their business to understand what makes them tick and then work with them side by side to build a talent solution that would stand the test of time, as well as removing their current pain points.

The Solution

This is exactly what the Sanderson team are experts in. We thrive on absorbing the culture of each of our clients, being able to act as an extension of their brand and then design and deliver bespoke solutions that successfully meet client challenges and objectives.

After collaborating with the team at People’s Partnership, we quickly established that a Project RPO would be a perfect fit for them, working as a flexible solution to act has a helping hand to their in-house teams, but leaving them firmly in the driver’s seat.

The Result

Fill in the form below to read on and discover how we successfully helped them bolster and upskill their customer service teams…

Securing the right senior leader is one of the most important decisions an organisation can make. Whether you’re replacing an existing leader or expanding your management team, the implications for organisational performance, culture and long-term strategy are significant.

The challenge?

The senior talent market is often small, highly competitive and will likely require careful handling. The hiring team can also face additional pressures, from confidentiality requirements, to assessing behavioural leadership competencies, as well as ensuring they’re reaching passive talent in the market.

That’s where a dedicated partner like Sanderson Executive Search can lend a hand.

In this blog we explore the most common challenges organisations encounter in senior hiring, and how our tailored search methodology helps you overcome them with confidence.

Leadership Competency & Long-Term Fit

A challenge often encountered with senior leadership hiring is that the technical expertise alone to “do” the role isn’t enough at senior levels. There are other important factors to ensure the right fit and alignment to the role and organisation such as values, company culture and strategic capability.

Leadership style is another important factor that needs to be considered as a leadership candidate needs to be able to not only have subject matter expertise but also the ability to inspire and lead others, a completely different skill set that needs careful consideration.

The search also needs to encompass the candidate’s future career motivations to ensure a long-term fit in the role. Identifying those who will genuinely benefit from position and where it meets their non-financial motivators.

This is why with Sanderson Executive Search, every candidate is assessed through four core lenses that shape long term success:

Objective Fit

We evaluate skills, experience, achievements, and overall technical credibility.

Leadership Fit

We explore leadership behaviours, cultural alignment, and strategic maturity.

Motivation

We identify what drives the candidate and whether your opportunity meets their long-term goals.

Practical Considerations

We assess logistical factors and any barriers that could affect commitment or onboarding.

The more senior the role, the more critical leadership fit and motivation become. Our structured assessment therefore ensures you appoint a leader who thrives, not just one who qualifies.

Developing & Delivering Compelling Propositions

Senior leadership roles are often complex and harder to fill than other positions, made even more challenging thanks to how rare these candidates are. These searches require an equally thoughtful and consultative search process, with hiring teams needing clear insight into:

• What sort of candidates the market can realistically deliver
• How your opportunity compares to others on the market
• What will motivate the right candidates
• How to engage leaders who are not actively looking for a new role

A compelling and well-defined proposition then needs to be developed into order to adequately explain the role, and to attract the right candidates.

To overcome this challenge, it can be helpful to work with a partner who will take the time to:

• Consult with hiring teams when building the proposition to ensure it stands out in the market
• Build a compelling brief that is then delivered directly to the target candidates
• Ensure the proposition is clear so that candidates can fully understand the full scope of the opportunity

This ensures that every outreach, especially to passive candidates, resonates with authenticity and impact.

Navigating Geographical Constraints

Geographical constraints are another challenge often encountered during a leadership search. Location can be a limiting factor for certain leadership roles, depending on factors such as:

• Regional market maturity
• Industry clusters
• On site leadership requirements
• Level of travel required with the role
• Relocation feasibility

Our search methodology therefore explores both local and wider talent pools, identifying individuals with regional ties or who could benefit from relocation.

Confidential Hires

Another common challenge when hiring for a leadership role is the need to keep the search confidential. There are many reasons why these searches need to remain discreet and, in these situations, hiring teams need a search partner who can operate with discretion while still engaging high quality talent.

Our approach supports confidential hiring by allowing you to:

• Tactfully access both passive and active senior candidates through a carefully managed network of talent
• Maintain full confidentiality while ensuring a thorough market search
• Tailor outreach, messaging and process steps to minimise risk while remaining flexible to any organisational sensitivities.

Our track record in confidential searches is built on refined processes that protect organisational reputation while still securing exceptional leaders.

Business Critical Appointments

And finally, leadership hires often carry business critical weight. Hiring teams conducting a search for a leadership position need a process that is transparent, robust, and evidence based.

Our methodology provides exactly that. We’ll carry out:

Consultation

We work closely with you to understand the context, challenge and success criteria, shaping a tailored solution that best reflects what you need. With us, this is very much a two-way process, combining our market expertise with customer perspectives.

Research & Identification

We comprehensively map the market using primary research to identify all relevant candidates. Care is taken to explore parallel industries and potential capability rather than purely track records to broaden talent diversity. We also prioritise a human approach here to map a clear picture of exactly where talent pools exist, instead of focusing purely on online sources which often only see a proportion of the market.

Engagement

We then approach talent proactively with a personalised, compelling proposition designed to convert interest, not just awareness. This is particularly important for candidates who are not actively looking.

Assessment

Every potential candidate, including internal talent, is assessed through in depth interviews, profiling tools and cognitive analysis to provide a clear, objective view.

Delivery

We’ll then provide a shortlist of the strongest leaders the market has to offer, supported by insights and ongoing collaboration at every stage. At each stage we collaborate in a test and learn approach, involving the organisation each step of the way which allows us to adapt to client needs, ultimately securing a better result together.

Needing a Helping Hand with Insights & Advice

When embarking on a senior leadership hire, the hiring team shouldn’t have to navigate the complexity these searches bring alone.

Our team provides market led insight throughout the process, helping teams understand:

• Where talent exists
• How supply and demand might influence the search
• What candidates value today
• How wider industry shifts may impact future leadership needs

This isn’t simply about filling a role, it’s about securing leadership capability that supports the long-term success of organisations.

Ready to Simplify Senior Hiring?

If you’re looking to reduce complexity and secure a leader who truly elevates your organisation, we’re here to help.

Get in touch today to discuss your senior talent challenges and how we can support your next executive appointment.

The demand for DV cleared software engineers continues to exceed supply, making it essential for organisations to understand what these professionals value when considering a new opportunity. Based on ongoing conversations within this specialist talent market, several themes consistently stand out:

Appropriate Financial Recognition

Salary remains an important consideration for DV‑cleared software engineers. Organisations that offer remuneration aligned with current market conditions are better positioned to attract and retain experienced talent.

Current salary ranges within the market typically include:

• Mid‑level engineers: £50,000–£70,000
• Senior engineers: £70,000–£85,000
• Principal/Lead engineers: £85,000–£100,000
• Bonuses: commonly range from £5,000–£15,000, depending on role and organisation.

These figures vary by project demand, technical expertise and organisational structure, but providing transparent salary bands helps set clear expectations from the outset.

Clear Progression Opportunities

Candidates increasingly want clarity on how their careers could evolve within an organisation. Providing a well‑defined structure for progression covering responsibilities, job titles, and associated remuneration helps prospective employees understand the long‑term value of joining your team.

A transparent progression framework might include:

• A clear five‑year career pathway, outlining typical timelines for advancement and the criteria used to assess readiness for each step.
• Defined competency expectations for each level, giving candidates a realistic understanding of the skills, behaviours and technical capabilities required to progress.
• Examples of how responsibilities evolve over time, such as leading project workstreams, mentoring colleagues, or contributing to technical decision‑making.
• Details of the support available, including training budgets, professional certification opportunities, mentorship schemes and time allocated for personal development.
• Indicative remuneration changes linked to progression, demonstrating how increased responsibility aligns with increased compensation, even if exact figures cannot be shared.

Importantly, any progression pathway presented during the hiring process must be realistic and deliverable from day one. Organisations that clearly articulate their development framework, and then follow through, build trust early and create a compelling proposition for candidates considering their next move.

Culture and Benefits

While secure environments often require full‑time on‑site presence, some flexibility is still possible. Organisations may consider alternative working patterns, such as compressed hours or varied start and finish times that could offer meaningful support without compromising operational requirements. Equally important is the broader work culture, candidates value an environment where teams collaborate effectively, communication is open and respectful, and leaders are visible and supportive.

One of the key advantages of working within National Security is the opportunity to contribute to meaningful, purpose‑driven work that supports both the aims of the business and the wider mission of protecting the country. Although the sensitive nature of many projects limits the level of detail that can be shared during the recruitment process, candidates value any high‑level insight into the type of challenges they may be involved in solving. Providing opportunities for candidates to speak with current team members can further strengthen this understanding, offering reassurance and an insight into the exciting projects they will be working on.

If your organisation is looking to improve its attraction strategy for DV‑cleared talent, we would be pleased to discuss how you can strengthen your approach within this competitive market, so please do get in touch.

A global Insurance company recently came to Sanderson needing to address their change management delivery and capability.

They were looking to build a permanent Enterprise Change team in a short space of time, so the Sanderson team quickly stepped in to help source, screen and deliver multiple roles in this space. Working as a strategic partner, our team delivered at pace and in a way that would set this client up for the future, and the project saw success highlights such as:

• Over 5500 candidates approached
• Creation of a bespoke cognitive assessment process
• 196hrs of hiring manager time saved
• 100% offer acceptance rates

Read on to discover how.   

The Challenge

The client had recently appointed a new Head of Enterprise Change, and they made some key observations such as the need for the company to bring in more experienced staff to support their change capabilities and delivery.

A proposal was then put together for a more effective change delivery framework which would reduce contractor cost and build a permanent internal change team. This structure came under four pillars: Portfolio Management, Change Management, Project Management and Business Analysis.

With only a handful of permanent Business Analysis and Project Managers and no Change Managers within Enterprise Change, the client needed to resource the team with the right disciplines in a short space of time.

Introducing Sanderson as a Resourcing Partner

Upon realising they needed to scale at pace, the client needed the help of a talent resourcing partner and so invited three recruitment companies to present a solution that would:

• Take responsibility for the end-to-end hiring process
• Elevate the client as an employer of choice
• Provide access to specialist talent in the insurance sector
• Save hiring managers time

During this process, it was clear for the client who would be their recruitment partner of choice.

“Sanderson was our first choice, we were drawn to their ways of working and instinctively knew it was the right path. It wasn’t just a good communication discussion, they stood out because they offered a sense of partnership but also a sense of transparency, agility and flexibility. Right from the get-go, it was their partnership approach that won the show.”

An Agile and Flexible Solution

The solution wasn’t just a “one-size-fits-all”. Led by Sanderson Insurance Practice Lead Denise Morris, we took the time to listen and work in partnership with the client. Here’s some of the key factors that stood out for them during the process:

Commitment

“They did all the heavy lifting for us”.

Sanderson hit the ground running with weekly meetings and created a dedicated reporting cycle in an interactive approach to screening, interviewing and shortlisting candidates in a short space of time.

“What worked was that we iterated our way to getting the best candidates, and that happened so fast, for the first round of screening they were coming to us with recommendations. It didn’t feel like a numbers game, Sanderson presented individuals who were quality candidates”.

With confidence in the top candidates, Sanderson offered advice and consultation in the final stages and presented the strongest CVs. This was then supported by a bespoke cognitive assessment process that was specific and unique for these types of change and transformation hires.

Flexibility

The client’s team really felt like they had a voice throughout and were heard when things needed to change. Sanderson were quick to respond to the evolving needs of the programme.

“As the recruitment process progressed, we had a much clearer vision and criteria for the type of candidates we wanted to interview. We knew what we needed, as did Sanderson, they helped to fine tune that process, they came on that journey with us.

While the scope of our requirements had evolved, our new recruits have surpassed expectations. They quality of candidates has been commented on by people outside of our team in their first 1-2 months of working here”.

A Strategic Partnership

The client reflected on the partnership and how Sanderson took their time to understand not just their strategic goals, but also their culture:

“I think one of the biggest things was the effort the team put into understanding us, what we were looking for and what we were building out. They understood the nature of the projects that we would be likely to drive and equally the projects we weren’t going to drive.

It was great to see the camaraderie being built by the new cohort of recruits. As they joined at the same time, there was a real sense of being in it together and we have worked to cement this attitude by organising workshops with the existing teams. The Sanderson team played a strategic role in helping us to construct our team charter”.

An Extension of the Team, Enabling BAU for Talent Acquisition

The client’s Talent Acquisition Lead expressed how Talent Acquisition worked seamlessly with both the Enterprise Change team, the team at Sanderson and together they delivered the work “as a triad”. Everyone had their role to play, and it freed up time for the TA team to work on the day-to-day support for the rest of the business.

“It was the effectiveness of Sanderson and the way they worked to ensure that I could carry on with my BAU job for the other parts of the business I support. I pretty much handed it over to Sanderson and trusted them to expedite this. And that’s exactly what happened. I was only really needed for facilitating admin or interviews. There was no disruption to the rest of Talent Acquisition, it was all in hand.”

Summary and reflections

A Project RPO Success

The solution we delivered here is called a Project RPO. This is a flexible recruitment solution that offers many of the benefits of outsourcing recruitment to a resourcing partner, but without the long-term commitment. You can find out more about Project RPO here.

Here’s what we delivered in numbers: 

Find out more about our RPO solution and get in touch with the team here if you’d like to have a conversation.

Are you in the market to deliver real business value from your contingent workforce?

Perhaps you’ve started exploring Managed Service Programmes (MSPs) as talent solution?

You might be wondering where to start and are looking for a resource to help guide you through the process and to answer any questions on if this is the solution for you.

That’s why we’ve put together this new resource. A one-stop-shop of answers for all the questions you might have when considering deploying an MSP for the first time in your organisation such as:

• What might trigger a business to implement an MSP
• What are the key stages in a successful MSP deployment
• What you should consider when selecting an MSP partner
• Why stakeholder engagement is critical for MSP success
• How can you measure the success of your MSP programme

Grab your copy in the link below and if you’d like to chat further then don’t hesitate to get in touch with us.

The UK insurance market has recently shown a clear divide in the number of vacancies available between London and the regions as economic pressures and technology reshape hiring.

In this blog we breakdown which regions across the UK currently have the biggest share of insurance vacancies as well as exploring reasons why some regions have a greater proportion of these roles than others.

Which region has the most Insurance vacancies?

London remains the largest centre for insurance vacancies, accounting for 44.3% of these specialist positions.

This is helped by the capital continuing to be the home of major underwriting, broking and claims operations as well as benefiting from international connections and a concentration of head offices for some of the biggest Insurance firms operating within the UK.

What are the regional trends in Insurance vacancies?

Outside of London however, trends in Insurance positions available vary widely.

The South East, West Midlands, South West and East of England have all seen significant falls in these vacancies recently, reflecting automation of routine roles and weaker regional investment.

Looking to the North East and Northern Ireland, these are regions that have also experienced a sharp decline in advertised insurance roles.

By contrast, the North West and Scotland have seen growth in the number of Insurance vacancies advertised. This has been supported by targeted public investment and regional innovation hubs.

Is company activity impacting Insurance vacancies?

Insurance company activity is mirroring these trends. For example, Aviva’s £3.7bn acquisition of Direct Line Group is expected to reduce duplicate roles across regions and so will impact the number of vacancies available outside of the capital.

Another example is how RSA, now rebranded as Intact Insurance, has started centralising some functions into larger hubs, thereby reducing the amount of insurance positions within the regions.

Conclusion

The result of these trends is a UK insurance sector that’s become increasingly focused on London, with selective regional growth where investment, policy support and company strategy combine.

But looking into the rest of 2026, how can the southern regions rebound? Or is this trend of Insurance vacancies now centralised in London, with some Northen regional activity irreversible?

To find out more about trends in the Insurance industry, why not download our UK Insurance Labour Market Trends: Year in Review Report which will arm you with market-leading data into this dynamic market such as the most in-demand skills in the industry right now and insight into companies to watch based on their current hiring practices.