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.

Sanderson Government & Defence were proud to host and sponsor How to Turbo‑Charge Your Social Value, a breakfast seminar focused on one of the most important challenges and opportunities facing the UK Public Sector and Defence today: how to create meaningful, measurable social value while delivering strong commercial outcomes.

With a particular emphasis on opening pathways into public sector and defence careers for individuals from underrepresented groups, the session brought together social value experts, delivery partners and clients to share practical insight, lived experience and real‑world examples of what good looks like in practice.

A market ready for action

The level of engagement throughout the morning spoke volumes. A diverse and highly engaged audience reflected the growing urgency across the market for solutions that align inclusive hiring with organisational performance.

As one of our speakers from Bridge of Hope noted:

“The energy in the room was palpable, with lively discussion, authentic lived experiences being shared and genuine curiosity throughout. Attendees agreed that now, more than ever, inclusive hiring is business‑critical, not just a box‑ticking exercise.”

The conversation made it clear that organisations are no longer asking whether social value matters — but how to embed it in a way that is credible, sustainable and impactful.

From policy to practice

A central theme of the session was moving from policy intent to practical delivery.

Experts from The Social Value Portal provided insight into how the evolving regulatory landscape, including the Procurement Act, is shaping expectations for suppliers to the public sector. Crucially, the focus was on how organisations can move beyond compliance and use social value as a strategic differentiator.

Attendees explored practical approaches to:

• Translating procurement requirements into meaningful action
• Embedding measurable social value outcomes into bids and delivery models
• Demonstrating impact in a way that resonates with contracting authorities

The message was clear: organisations that understand and operationalise social value effectively will be better positioned to compete and win.

Lived experience and alternative pathways

Bridge of Hope brought an essential perspective to the discussion, grounding social value in lived experience and real outcomes. Their contribution highlighted the importance of alternative pathways into employment, predictors of success beyond traditional CVs, and the role employers can play in addressing structural barriers to opportunity.

By focusing on potential, capability and long‑term support — rather than narrow definitions of “fit” — organisations can unlock talent that is too often overlooked, while delivering meaningful social impact.

Neuroinclusion in focus: learning from Auticon

A particularly powerful and thought‑provoking part of the morning came from Auticon, leaders in neuroinclusive employment.

Auticon employs consultants with an autism diagnosis, supporting them into high‑value roles across complex and demanding environments. Their presentation challenged outdated assumptions about both talent and productivity, demonstrating that neuroinclusive workplaces are not only fairer — they are demonstrably smarter.

Through lived experience, evidence and client outcomes, Auticon showed how intentionally designed roles, environments and support structures enable neurodivergent talent to thrive. The benefits for organisations include:

• Enhanced analytical thinking and problem‑solving
• Greater innovation through diverse cognitive approaches
• Strong performance in detail‑driven, mission‑critical work

Importantly, the discussion reframed neuroinclusion away from accommodation alone and towards strategic workforce design. Moving beyond traditional assessment and recruitment methods allows organisations to unlock strengths that standard processes often miss.

The message resonated strongly across the room: neuroinclusive hiring is not philanthropy — it is a practical, outcomes‑driven approach that delivers commercial value while creating sustainable career opportunities.

The client lens: insight from IBM

The session was rounded out with a client perspective from IBM, offering candid insight into what embedding social value looks like in practice at scale.

Their contribution reinforced that inclusive hiring and delivery models require intentional design, strong partnerships and a willingness to challenge legacy approaches. IBM’s experience demonstrated that organisations who commit to this journey see tangible benefits in innovation, resilience and long‑term sustainability.

Hearing directly from a client navigating these challenges provided invaluable context for attendees looking to turn ambition into action.

Practical takeaways that matter

Participants left the session with:

• Clearer frameworks for measuring and evidencing social value
• New ways to assess talent beyond traditional CVs
• Insight into building inclusive, resilient supply chains
• Confidence that commercial success and social outcomes can — and should — coexist

As one speaker summarised:

“The stories and practical advice made it clear: combining commercial priorities with social outcomes is not only possible, but essential to long‑term business success.”

Continuing the conversation

For Sanderson Government & Defence, hosting How to Turbo‑Charge Your Social Value reinforced our commitment to connecting clients with diverse talent, supporting inclusive delivery models, and enabling social value that is real, measurable and lasting.

A heartfelt thank you to everyone who joined us, shared their experiences and contributed to such an open and constructive discussion.

Together, we’re turbo‑charging both commercial success and social value.

If you’d like to continue the conversation or explore how social value, inclusive hiring or neuroinclusion can be embedded into your organisation, we’d love to hear from you.

The UK insurance industry is currently undergoing a major transformation as technology, automation and market pressures reshape recruitment. Artificial intelligence, digital platforms and data-driven underwriting are changing how insurers operate which is reducing demand for some roles but creating new opportunities in others.

The result?

A huge shift in both the number of vacancies available as well as the skills employers are now seeking.

Here we explore which skills are the most sought after and which are seeing decline in the UK Insurance industry right now.

Claims

Claims roles remain the largest area of in-demand specialist jobs in the insurance industry right now, accounting for nearly 30% of insurance vacancies, despite a 28% fall between 2023 and 2025.

We’re currently seeing automation and AI taking over routine claims processing, which is reducing the need for entry-level staff, while specialist and experienced professionals are remaining essential for complex cases.

Underwriting

Underwriting has seen only a slight drop in vacancies (just 1.1%), staying well above 2023 levels and reflecting the ongoing demand for expertise in risk assessment, pricing and regulatory compliance.

Broking

Broking has been hit hardest with vacancies falling from 4,721 to 2,114 over the surveyed period, a 38% decline.

Demand for skills here seems to be reducing thanks to digital platforms such Willis’s Gemini or Aon Broker Pilot which work to automate workflow and placements without the need for a human candidate. Startups such as Meshed, an AI-compliant broker for SMEs, are also accelerating this shift away from traditional candidate based roles.

IT, Digital & Finance

Across the Insurance sector, we’ve seen IT and digital roles growing in numbers. Demand for IT skills is in fact up 6.6% year-on-year. On the other hand, demand seems to be dipping in relation to Finance roles in the insurance sector which have fallen by 13.5%.

Actuarial

Actuarial vacancies continue to decline (down by 13.2% year on year), particularly at entry level as AI now handles routine modelling which reduces the demand to fill these positions.

Demand however is rising for specialists in predictive modelling, cyber risk and AI governance.

Conclusion

Fewer positions are now requiring purely traditional expertise and the most sought-after professionals now need to combine technical, analytical and strategic skills, with salaries rising to match.

The question for the industry is: what comes next?

Have the benefits of automation been realised, or will this trend continue to impact the sorts of skills the industry is seeking? And what will it mean for those seeking to enter the sector in the coming years?

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 regional breakdowns of the insurance recruitment market right now and insight into companies to watch based on their current hiring practices.

We recently brought together senior HR leaders from a range of industries in Birmingham for a focused discussion on building inclusive workplaces. The conversation centred on three key themes: the role of AI in truly seeing the real candidate, how organisations can maintain a sense of belonging amid growing societal polarisation, and the impact of rapid change on inclusion.

The conversation opened with a critical question: Will AI reduce bias in recruitment or risk amplifying it? And how can employers ensure they’re still seeing the “real” candidate? The group explored a range of perspectives and practical approaches.

HR leaders using AI

When it comes to vetting talent, HR leaders are using AI in very different ways. Larger organisations with thousands of frontline staff are increasingly exploring AI tools like Phenom for the first stage of screening. It helps them deal with higher volumes of candidates quickly and consistently. But as soon as they reach the second stage, or for shared services roles where specific skills or cultural fit really matter, human interaction really needs to come into play.

That said, employers are also experimenting with gamification at this second stage, asking candidates to respond to problem-based scenarios and is an approach one of Sanderson’s larger RPO clients is using. Psychometric testing also continues to play a big role in complementing AI and building a more rounded view of the candidate.

Meanwhile, for organisations hiring fewer people each year, the cost of a bad hire is simply too high. They feel AI can help, but not replace the human conversations needed to understand culture, behaviours and nuance.

That doesn’t mean these teams avoid AI altogether. Tools like Copilot are now everyday helpers for creating the right email tone, shaping interview questions or supporting hiring managers during assessments. One approach taken is to use Copilot to personalise candidate experience by generating challenging, behaviour-based interview questions, designed to distinguish those high performing candidates. Another approach is to use Copilot to transcribe and analyse candidate responses, freeing the hiring manager up to actively listen and build rapport and helping to identify the most authentic and insightful answers.

Candidates using AI

On the other side of the recruitment process, more candidates are using AI to polish their CVs and personal statements. This has led to a huge uptick in applications, often up 500 per role, and yet conversion to the next stage can be low, as there is a clear gap between an AI enhanced application and how a candidate presents in person. This presents a key challenge on hiring manager’s time. Nuance, communication style and attitude certainly come through best in human conversation.

No one felt that candidates should be penalised for using AI. In fact, many viewed it as a positive, being able to leverage AI to save time and communicate clearly is a valuable skill, especially as more organisations integrate these tools into their everyday tasks.

A key takeaway for this topic?  “AI can make us the best version of ourselves”

Across the diverse group of HR leaders in the room, the message was consistent: AI can genuinely enhance recruitment, but only when it works alongside people, not instead of them. Whether you’re a hiring manager or a candidate, the combination of AI’s efficiency and human insight is what leads to the best outcomes.

Maintaining a sense of belonging amid growing societal polarisation

We then turned to the theme of belonging and asked: How can organisations maintain a sense of belonging amid growing societal polarisation?

This topic enabled HR Leaders to reflect on how the workplace can be a mirror to society and the challenges associated with aligning a multi-generational and increasing polarised workforce with common goals and values. Over the last few years, increasing societal polarisation has made it harder for HR teams to determine the right approach to DE&I.

To build deeper understanding across differences, one senior HR leader is using reverse mentoring, pairing apprentices with executive leaders to encourage mutual learning and broaden perspectives.

Another organisation is piloting internal “speed networking” sessions, enabling senior leaders to meet employees from across the business through short, focused conversations aimed at improving connection and understanding.

Inclusive culture through the lens of organisational transformation

Our final topic extended the themes of belonging and inclusive culture through the lens of organisational transformation.

The discussion naturally leant itself toward the challenges of maintaining inclusivity during mergers and acquisitions. Rapid or extensive change can risk undermining inclusion efforts, particularly when integration happens at pace.

When acquiring an organisation larger than your own, a key question emerged: do you retain your culture, adopt theirs, or establish a new shared culture? One HR leader emphasised the importance of grounding decisions in the three pillars of organisational design, organisational change and organisational development, while maintaining clarity on the purpose and intent of the acquisition.

In many cases, pre‑planning is shortened once a deal is completed, making it harder for affected employees to feel included. This highlights the need for deliberate, early planning and transparent communication to support an inclusive transition.

Conclusion

The future of inclusive workplaces depends on how confidently we blend human insight with technology. AI can sharpen decisions and widen perspectives, but real connection still comes from conversations.

At Sanderson, we were left with the feeling that inclusion isn’t a project, it’s a craft. It takes intention and a genuine commitment to creating workplaces where people feel seen and valued. As organisations navigate change, it’s these human centred choices that determine whether people simply work somewhere or truly belong.

Would you like to be part of the Inclusive Workplaces conversation?

We are planning more round tables across the regions, creating relaxed, open spaces for HR leaders to connect, share experiences and learn from one another.

If you’re looking for a supportive place to swap ideas with peers who are navigating similar challenges, and gain fresh perspectives along the way, just drop us an email. We’d be delighted to have you involved.