Managed Service Programmes (MSPs) are increasingly being used by organisations to improve visibility, governance and control across their contingent workforce hiring. However, many businesses considering MSP implementation worry that introducing a structured recruitment model means losing access to specialist recruiter expertise like knowledge around talent availability, salary trends or competitor hiring activity.

In reality, the opposite is true. The right MSP enables organisations to combine specialist recruitment knowledge with a consistent and scalable hiring framework.

If you’ve been following our recent blog series, you’ll have seen us tackling some of the most common misconceptions surrounding Managed Service Programme implementation.

In this latest blog, we’ll be getting stuck into why implementing an MSP doesn’t mean saying goodbye to specialist recruiter expertise.

Let’s get started!

Does an MSP replace recruiter expertise?

One of the most persistent myths that we’ve heard about MSP implementation is that the MSP will completely replace recruiter expertise. For organisations with hiring focused on specialist, regulated or hard-to-find disciplines, this can become a major barrier to adoption.

And understandably so. If implementing an MSP meant losing market insight, candidate quality or speed, why make the change?

Luckily, this isn’t the case.

The reality is that a strong MSP shouldn’t remove specialist recruitment capability. It should organise and enhance it.

In complex hiring environments, specialist recruiters are still absolutely central to the delivery quality of any hiring programme. The difference is that with an MSP, specialist recruiters operate within a more structured, visible and accountable delivery model.

Why does recruiter expertise still matter?

Well, specialist roles are rarely filled well through only generalist delivery. Whether the requirement sits within actuarial, cyber, technology transformation, data or another niche specialism, a specialist recruiter’s understanding of the market shapes everything from role briefing and candidate engagement through to shortlist quality and hiring speed.

When specialist recruiters remain close to the requirement, they can provide all the benefits of expertise while working within a stronger governance framework.

How should the MSP, recruiters and hiring managers work together?

In the best models, the MSP should provide the structure around hiring. We’re talking everything from process design, governance and supplier management, through to reporting and workforce insight.

Specialist recruiters will provide the depth of expertise like market intelligence, sourcing strategy, candidate assessment and hiring manager credibility. And these are not competing forces against internal teams, they’re complementary. The most successful MSPs are built on close collaboration between recruitment teams, specialist recruiters and hiring managers.

Imagine a hiring manager is recruiting for a Cyber Security Architect. While the MSP manages governance, supplier engagement and reporting, a specialist cyber recruiter can advise on market availability, salary expectations and the skills most in demand. Together, they deliver both control and quality, rather than forcing the organisation to choose between the two.

Put simply, the MSP manages the recruitment process, governance, reporting and supplier relationships, while specialist recruiters focus on sourcing talent, understanding niche markets and engaging candidates. When both work together, organisations benefit from greater control without sacrificing expertise.

This matters especially in first-generation MSP environments, where stakeholder confidence is still being built. When managers can speak to recruiters who understand their discipline, adoption improves.

Why is this commercially important?

For buyers, one of the biggest objections to MSP implementation is the fear of losing quality and control in pursuit of governance and structure. Demonstrating that specialist recruiters remain part of the delivery model helps overcome this concern.

It allows organisations to improve workforce visibility, compliance and reporting while continuing to access the specialist talent expertise required to fill complex roles successfully.

The bottom line

MSP implementation doesn’t mean sacrificing specialist recruitment expertise. In our experience, the most successful MSP partnerships are those that combine strong governance and operational control with continued access to specialist recruitment expertise.

At Sanderson, our MSP solutions bring together operational control, visibility and compliance with access to experienced recruiters who understand the talent markets they support. This has enabled our clients to benefit from a consistent and scalable hiring model while delivering tangible outcomes, including improved quality of hire, access to scarce talent, faster hiring outcomes and more informed workforce decisions through real-time market insight. Ultimately, clients benefit from the structure of an MSP without losing the value that specialist recruitment expertise brings.

The result is not simply a more controlled recruitment process, but a more effective one, where specialist recruitment expertise is embedded within the delivery model to drive stronger hiring outcomes and build a more capable workforce.

Frequently Asked Questions

Do MSPs replace recruitment agencies?

No. Most MSPs work alongside specialist recruitment suppliers, combining governance and process management with deep sector expertise.

What is the role of a specialist recruiter in an MSP?

Specialist recruiters provide market intelligence, candidate sourcing expertise and niche talent knowledge, while the MSP manages governance, compliance and reporting.

Can an MSP support specialist hiring?

Yes. A well-designed MSP enables organisations to maintain access to specialist recruitment expertise while improving visibility, consistency and control across hiring activities.

Considering an MSP but concerned about maintaining specialist recruitment expertise?

Our MSP team can help you design a solution that combines governance, visibility and workforce insight with access to specialist recruiters across technology, change, digital, cyber, risk and business transformation.

Why not get in touch with Sanderson MSP team today to chat about your own specialist MSP delivery.

And if you’re looking for a bit more info, please do download our handy First Time Managed Service Programme (MSP) Deployment: Your Questions Answered Guide, one-stop-shop of answers for all the questions you might have when considering deploying an MSP for the first time in your organisation.

At Sanderson, the idea of partnership truly is at the heart of everything we do. We love taking the time to really get to know our clients, understand their businesses and then work side by side with them to unravel their challenges and reach their recruitment goals.

Across all our offices and regions, we get that no client is the same and that each challenge requires close collaboration and its own unique talent solution, and we recently had a great example of this up in our Manchester office, when one of our Outsource UK clients, now part of Sanderson Group, came to us for help.

Our client, Cushman & Wakefield, a global commercial real estate services leader, reached out to our team in Manchester to help fill a number of key change and transformation hires across their Operational Leadership team. We got under the skin of their business becoming an extension of their team and managed to successful (and quickly) achieve all their hiring goals. Read on to discover exactly how…

What was the challenge?

Cushman & Wakefield had reviewed their existing operational structure in 2021 and identified the need to create a more customer-focused Operational Management Team.

To support this transformation, they needed to make several key leadership hires within their Operational Leadership function. These appointments would play a critical role in driving change and shaping the future direction of the business.

What was the solution?

The Sanderson Manchester team took the time to understand what wasn’t working within the client’s existing workforce and how these new hires could support organisational change. We facilitated in-depth job briefing sessions with key hiring stakeholders across the business to gain a clear understanding of requirements and expectations.

To support an effective hiring process, we also provided market intelligence and salary benchmarking data, alongside a bespoke video interviewing solution. Candidates were required to answer pre-set questions based on role-specific and behavioural scenarios, enabling hiring managers to make more informed hiring decisions.

Throughout the recruitment campaign, we conducted weekly recruitment review meetings with stakeholders to ensure SLAs and KPIs were met and that a seamless recruitment process was maintained.

What was the result?

Over just a four-week period, we acted as an extension of their internal teams to successfully deliver six Operational Manager hires, helping the client build the customer-focused leadership team they envisioned.

This success was achieved through building a strong understanding of the organisation, embedding ourselves within the business, identifying key challenges and delivering tailored recruitment solutions that met their transformation objectives.

Key outcomes included:

• 6 Operational Manager hires delivered
• Project completed within 4 weeks
• Bespoke assessment and interview process implemented
• Strong stakeholder engagement throughout
• Excellent client feedback and satisfaction
• Recruitment strategy aligned to wider business transformation goals

“This was a significant period of transformation and growth for our business, but the Outsource (now part of Sanderson’s) teams ability to quickly understand our role requirements, provide suitable candidates in a timely fashion and react to our sometimes-changing needs was commendable.

This together with your ability to manage candidates effectively has ensured the successful delivery of personnel during a challenging period in the market.

You have demonstrated the ability to deliver against a broad range of requirements which coupled with your understanding of Real Estate has proved invaluable.” – Head of Client Finance Operations at Cushman & Wakefield

Could we help you achieve similar outcomes?

We love working closely with our clients to achieve the hiring goals that will set their business up for the future. At Sanderson, we’ll always work with you to look at the most innovative ways to add further value to your hiring project.

If you would like to explore how we might be able to help you with your next hiring programme, please do download a copy of our Sanderson Manchester Brochure to learn more about our team in Manchester, and don’t hesitate to get in touch to chat next steps.

As organisations continue to invest in AI, cloud technologies and data-driven transformation, demand for skilled Data & Architecture professionals remains strong. From Data Analysts and Data Engineers to Enterprise Architects and Data Architects, these roles are playing an increasingly critical role in helping organisations drive innovation, improve efficiency and build future-ready technology environments.

Our latest Data & Architecture Salary Insights Report provides an in-depth look at salary benchmarks, contractor rates, talent availability and market trends across Financial Services, Insurance and Banking. Here’s a sneak peak of the latest data…

What’s Driving Demand?

Businesses are increasingly focused on continuous transformation, with data, cloud and AI initiatives firmly on the agenda. As a result, organisations are competing for professionals who can develop scalable platforms, modernise technology estates and turn data into business value.

This demand is particularly evident at the senior end of the market, with Enterprise Architects commanding some of the highest salaries across the sectors analysed in our report.

London Remains the UK’s Data & Architecture Hub

While organisations can access talent across the UK, London continues to dominate when it comes to specialist Data & Architecture expertise. In fact, almost 79% of Infrastructure Architects within the UK’s talent pool are based in London, making the capital one of the most concentrated markets for senior architecture professionals (and creating both opportunity and competition for employers).

Diversity Progress Continues, But Challenges Remain

Creating more diverse technology teams remains a key focus for many organisations. Our latest data shows that Data Analyst roles have the strongest female representation at 29%, significantly higher than many architecture disciplines, where gender imbalances remain pronounced.

A Competitive Market for Employers

As organisations continue investing in scalable data platforms, AI capabilities and modern architecture frameworks, competition for talent remains high.The contractor market reflects this demand, with top London day rates reaching £1,300 for Enterprise Architects.

Download the Full Report

For employers looking to secure the best talent, having access to accurate market data has never been more important. So whether you’re hiring or benchmarking salaries, our Data & Architecture Salary Insights Report provides the latest market intelligence to support better decision-making.

Our full Data & Architecture Salary Insights Report contains detailed salary benchmarks, contractor rate insights, talent pool analysis and market trends across Financial Services, Insurance and Banking.

Download the full report today via the short form below to access the latest market intelligence and discover how organisations are adapting their hiring strategies in an increasingly competitive market.

Sanderson is delighted to announce that we have been awarded the Fast Payer Award for 2026 from Good Business Pays CIC.

We are thrilled to be awarded this prestigious award, and even more proud to have earned this for the 5th year in a row.

This fantastic accreditation means that Sanderson are in the top 10% of large UK companies that consistently pay their suppliers in just 27 days or less, highlighting our commitment to paying suppliers quickly and reliably, supporting stronger partnerships and contributing to a positive business environment in our communities.

Commenting on this achievement, our CEO Jon Ball said:

“We’re delighted to receive a Fast Payer Award accreditation once again, recognising our commitment to paying suppliers quickly, fairly and consistently. Strong supplier relationships are built on trust, and this recognition reflects Sanderson’s dedication to doing the right thing and supporting a healthy, resilient supply chain.”

We’re excited to attend the Good Business Pays Awards Ceremony in London at the House of Lords in a few months time to receive our award in person!

You can find out more about the awards here.

If you’re in the market for a more standardised, compliant and cost-efficient approach to the sourcing, onboarding and managing of your contractor population, you might be thinking of engaging with a recruitment partner.

Maybe you’re struggling to keep an eye over your entire contingent worker population spend, or it’s becoming harder to scale and govern.

Or maybe the admin that comes with recruiting and managing contingent workers is just taking up more time than you’d like.

If this sounds like you, then this checklist is designed to help you assess whether you may be ready for your first MSP.

Your MSP Checklist

Download your checklist through the short form below and if you agree with a few of the statements, then how you currently manage your contingent workforce may be ready for an upgrade!

If you end up ticking a few of the boxes, then get in touch today for an MSP readiness chat with one of our expert recruiters to learn more about how an MSP could help you uncover the best value from your contingent worker population.

One of the most common objections to Managed Service Programmes (MSPs) that we hear from hiring managers, is the fear that implementing one will slow their hiring down.

And for organisations already dealing with niche talent shortages, demanding stakeholders and time-sensitive deliveries, that concern is understandable. No one wants to introduce more structure if the result is less agility.

But in many cases, actually the opposite is true.

The issue is not the MSP itself, it’s whether the model has been designed properly.

A well-structured MSP should remove friction from contingent hiring by creating clearer governance, faster decision-making and stronger access to specialist talent pipelines. Because a poorly designed process will slow hiring down, but good operating models will actually improve it.

What actually slows down hiring

• Unclear approval routes
• Inconsistent supplier usage
• Poorly defined role briefs
• Limited visibility over who is doing what
• Generalist delivery models for specialist roles
• Manual governance and compliance checks

These are often the real causes of slow hiring, and they can exist with or without an MSP.

In fact, many organisations only realise how much inefficiency already sits inside their current contingent hiring model once they begin looking at implementing an MSP more closely.

What the right MSP should improve

The right MSP should create a more consistent hiring journey, improve candidate quality, give managers access to specialist recruiters and make governance easier to navigate.

An MSP should reduce duplication, provide cleaner direct sourcing, improve accountability and create better visibility over performance.

And when these things all happen together, hiring speed often improves because fewer decisions are lost in ambiguity.

The real question buyers should ask

The real question is not whether an MSP will slow down hiring. It’s whether your current contingent hiring model is already slower, less visible and less consistent than it should be.

If the answer is YES, then an MSP may be a way to reduce friction rather than add to it.

Want to find out more? Why not get in touch with our dedicated MSP team and let them walk you through how an MSP tailored to your individual needs can help speed up your hiring process.

Inclusive hiring isn’t just something we talk about at Sanderson, it’s a core part of how we work every day.

It shapes how we support our clients, engage with candidates and deliver consistently high-quality recruitment.

That’s why, in early 2026 we took part in the Talent Spaces Inclusive Hiring Certification, an independent assessment designed to evaluate how well inclusive hiring is embedded across an organisation.

We’re really pleased to share that we achieved a ‘Confident’ certification level.

What is the Inclusive Hiring Certification?

The Talent Spaces certification brings together academic research, regulatory guidance and industry best practice into a clear framework for inclusive hiring. It assesses organisations across six stages of the recruitment lifecycle, awarding one of three levels: Committed, Confident or Leader.

At its heart, inclusive hiring is about intentionally designing recruitment processes that reduce bias, widen access to opportunities and support fair, evidence-based decision making.

Our assessment included leadership surveys, consultant interviews across our service lines, as well as a detailed review of our policies, advertising, learning materials and processes which were then benchmarked against other recruitment organisations.

Why we did it

For us, inclusive hiring is fundamental to responsible recruitment. It helps open more diverse talent pools, improves candidate experience and ensures fairer outcomes throughout the recruitment lifecycle.

We undertook the certification to:

• Strengthen our ability to advise clients on inclusive hiring
• Make sure our practices stay consistent as we grow
• Create a clear framework for continuous improvement

What we were recognised for

We’re really proud to have achieved our ‘Confident’ level certification, reflecting the strength of our approach across the business.

In particular this assessment called out our:

• Strong, inclusive and skills-first culture
• Highly capable and professional consultants
• Particularly strong performance in talent attraction, candidate experience and accessibility

Importantly, it confirmed that inclusive hiring at Sanderson is embedded in what we do and not treated as a tick-box exercise.

What we’re doing well at

A few areas really stood out:

Consultant capability

Our teams show a strong awareness of bias and a consistent focus on skills-first, fair and merit-based hiring.

Candidate experience

We’re proud of our relationship-led approach, with a real emphasis on communication, preparation and respect throughout the process.

Inclusive attraction and accessibility

Inclusive advertising and thoughtful conversations around accessibility are already well established across the business.

Strong foundations

Our Inclusion & Diversity policy and learning programmes give us a solid platform for consistent, inclusive recruitment.

What’s next?

Achieving ‘Confident’ certification is a fantastic milestone and is a valuable independent validation of the work happening across Sanderson.

But while we’re proud of this achievement, we also see it as a stepping stone.

As we continue to grow our business in all locations across the world, we’re focused on:

• Building more consistency across systems and processes
• Strengthening governance, measurement and accountability
• Continuing to develop our inclusive advisory capability for clients
• Continuing to provide fairer access to opportunities for our candidates

If you’d like to learn more about our inclusive hiring approach, feel free to get in touch with our Responsible Business Lead at [email protected]

The UK insurance market is entering a significant period of consolidation, investment and transformation. Recent activity across major insurers, private capital-backed businesses and the Lloyd’s market points to a sector that remains attractive to strategic buyers and international investors.

For technology and change leaders, this matters because M&A is rarely just a balance sheet event. Once a deal is announced, the real work begins, from integrating platforms, aligning operating models, simplifying processes to managing data, protecting service continuity and bringing people through complex change.

Following reports that Intact Financial is exploring a potential acquisition of Hiscox, and with previous high-profile deals such as RSA, Aviva and Direct Line, Ageas and esure, Athora and Pension Insurance Corporation, and Brookfield’s acquisition of Just Group, the direction of travel is clear. Scale, resilience, specialist capability and access to attractive markets are driving board-level decision making.

These deals also reflect wider pressures on insurers. Rising claims costs, regulatory expectations, operational resilience, customer experience, data capability and AI are all pushing firms to modernise faster.

M&A can provide the scale and investment required to accelerate that change, but it also creates immediate delivery challenges for CIOs, CTOs, Transformation Directors, COOs and People Leaders.

In this blog we’ll dive into exactly what this looks like in practice.

The technology challenge after a deal

Technology integration is often one of the most complex and visible parts of post-deal transformation. This can be a huge piece of work that can become the primary focus of a CIO. Insurers may need to consolidate legacy policy administration systems, integrate underwriting and pricing platforms, align claims technology, standardise data architecture, rationalise ERP or HR systems, and build secure, scalable digital channels. This is work that requires real specialists who have been there and done it before, with strong stakeholder commitment from leadership and impressive change management throughout the business to win the hearts and minds of all involved to take them on the journey.

The Lloyd’s market adds another layer of complexity. Acquisitions such as Radian’s acquisition of Inigo and Starr’s acquisition of IQUW show continued confidence in Lloyd’s as a global insurance platform. For international groups, a Lloyd’s presence can be seen as a strategic asset, but integration must be handled carefully to protect performance, culture, delegated authority models, regulatory confidence and specialist market knowledge.

For technology leaders, the risk is that integration becomes a purely technical exercise. In reality, successful M&A transformation requires clear prioritisation, strong governance, business ownership and experienced delivery capability. The best outcomes come when technology, operations, people and change are designed together from the start.

Implementation of new systems to improve efficiency, streamline processes and support profitability is often a key objective in both integration and value-creation programmes.

That could be a new platform, underwriting work bench or a new ERP across the group. These will all impact a business in huge ways if done right. And of course, with AI on everyone’s strategy moving forward, how to utilise these tools for the greatest gain is on every CIO’s agenda.

The change agenda: moving from transaction to transformation

With M&A comes change at scale. Some organisations will focus on integration, others on value creation, operational efficiency or growth. In most cases, the change agenda will include operating model redesign, process standardisation, automation, regulatory alignment, customer migration, data transformation and cultural integration.

What this means for people and recruitment

M&A can create opportunity as well as uncertainty. For some employees, larger organisations and broader transformation programmes can open new career paths, exposure to bigger platforms and opportunities to take on more complex roles. For others, change may bring duplication, restructuring, redeployment or redundancy.

From a recruitment perspective, this creates two parallel challenges. First, organisations need to secure the specialist talent required to deliver integration and transformation at pace. Second, they need to manage workforce change sensitively, retaining critical knowledge while supporting people through uncertainty. In a competitive market, clarity of message, speed of hiring and access to proven interim and permanent talent will make a material difference.

Demand will also become for leaders and specialists who can bridge technology, change and insurance expertise, with roles linked to AI adoption, data, cloud, platform integration, cyber security, business readiness, programme delivery and regulatory change becoming increasingly important, not to mention for those candidates who understand insurance environments.

Organisations will need people who can work across technology and business teams, manage ambiguity, engage senior stakeholders and maintain momentum while continuing to serve customers and brokers, as insurers seek to realise value from acquisitions, strengthen resilience and improve efficiency.

How Sanderson can help

Sanderson supports organisations through complex technology, digital, change and transformation hiring challenges. With deep experience across permanent and contract recruitment, Sanderson can help insurers access the specialist skills needed to deliver post-deal integration, transformation and operational improvement.

Whether you need interim programme leadership, project and delivery capability, business analysis, architecture, business readiness, product, data, cyber or technology specialists, Sanderson can work with you to shape the right talent strategy. That may mean rapidly building a delivery team, supporting a critical transformation programme, providing market insight to inform hiring plans, or helping secure senior technology and change leaders who can guide the business through uncertainty.

In a market where M&A, AI, operational resilience and customer expectations are reshaping insurance, having the right people in place will be central to realising deal value. Sanderson can help organisations move quickly, confidently and with the specialist recruitment expertise required to turn transformation ambition into delivery.

Don’t hesitate to get in touch today if you’d like to find out more.

When it comes to how an organisation manages their contingent hiring, the process rarely becomes inefficient overnight.

These warning signs usually emerge gradually: with inconsistent supplier use or hiring manager experiences, limited HR visibility of contractors across the business and growing stakeholder concerns about governance and spend.

Annoyingly these issues tend to develop over time, so they can be easy to just brush under the carpet and feel like they’re a normal part of contingent workforce management.

But for many organisations, and especially those operating in specialist or highly regulated markets like financial services, just ignoring them can come at a cost leading to issues like overspending, compliance risks and difficulty in scaling workforces.

If you saw our previous blog on how a first-generation MSP can help iron out these cracks, you might be looking for a bit more help on how to spot if you need more structure.

That’s why we’ve put together this blog, diving into the detail on the five signs you should look out for so you can get ahead before any issues take hold.

1. You cannot see the full picture

If your contingent workforce data is spread across multiple spreadsheets, different inboxes, procurement systems and multiple supplier relationships (and let’s face it, this is often the case in many busy mid-market organisations with overstretched teams), it becomes difficult to answer basic questions about contractor population with confidence.

So, if you can’t easily answer questions like:

• How many contractors are active?
• Which suppliers are being used?
• Where is spend concentrated?
• Which roles are hardest to fill?

Then it’s likely you haven’t got enough visibility, leading to decisions becoming reactive and governance being much harder to maintain.

2. Hiring manager experience is inconsistent

When different teams use different suppliers, processes and approval routes, the experience of hiring a contractor ends up varying widely across the business.

Maybe some hiring managers are receiving strong service and fast delivery, but others are facing delays, confusion and poor-quality candidate shortlists.

Inconsistency like this is often a sign that contingent hiring is being managed reactively rather than strategically.

3. Compliance relies too heavily on manual checks

In regulated sectors like financial services, contingent workforce compliance is not just a side issue. But many businesses still depend on manual processes, local knowledge or split responsibilities to manage their onboarding, contractor documentation, approvals and worker status.

If this sounds like your business, then this could be an issue as it creates risk, especially as contractor populations grow or move around the business.

Having a bit more structure would help to reduce that risk by making accountabilities and controls more explicit.

4. Supplier usage is expanding without clear governance

As business priorities shift and demand changes, it’s pretty common for new agencies or consultancies to be added informally over time. But if supplier engagement grows without clear rules or performance standards, then you could be looking at fragmented spend, supplier duplication and weaker control.

If this sounds familiar then don’t be put off by thinking more structure means reducing supplier choice for sake of it, it’s actually about ensuring supplier relationships support your broader business strategy.

5. You’re expected to optimise contingent worker costs without impacting service levels

Across many organisations, busy HR and talent acquisition teams are being asked to create greater workforce control, all while maintaining hiring speed and access to specialist talent. But if your current contingent hiring is difficult to measure, compare or optimise, then this becomes almost impossible.

If this sounds like you, then having more structure will allow you to balance commercial control with operational responsiveness rather than treating them as competing priorities.

What do these signs mean?

Don’t worry, if you read through those five signs and recognised them in your own business, it doesn’t automatically mean you need a large-scale transformation!

But if you did recognise these signs, then it does suggest that your contingent hiring may have outgrown its current operating model.

For many mid-market organisations, this is the point where MSP (Managed Service Programme) becomes an important strategic consideration. Not because the business wants more complexity, but because it needs more clarity, consistency and control.

If you’re looking for an easy resource to share with your teams to easily ascertain if your organisation is ready for an MSP, then why not grab yourself a copy of our handy MSP Readiness Checklist below.

And if you’re feeling MSP ready, then don’t hesitate to reach out for a chat and we can work with you to assess where structure would create the most value for you and your business.

Sanderson is pleased to announce that our CEO Jon Ball has been listed in the Staffing Industry Analysts (SIA) 2026 Staffing 100 Europe List.

This industry leading publication is now in its 13th year and recognises recruitment organisation leaders across Europe who are building the staffing and workforce solutions of the future.

This is a fantastic achievement for Sanderson as it recognises the continued success Sanderson has had in delivering recruitment solutions such as first-generation MSPs and RPOs over the last 12 months, particularly in what has been an incredibly challenging market.

The leaders named in this year’s SIA Staffing 100 Europe List, including Sanderson, have been called out for how they are leading with resilience, innovation and a clear vision for growth.

Ranking is a real testament to Sanderson’s ‘One Team’ ethos, and we’re delighted that our work delivering bespoke talent solutions to help our clients solve complex workforce challenges and create long term value in the market is recognised across our industry. This is particularly important to us this year since the sad passing of our founder Keith Dawe as we remain dedicated to continuing his legacy and ensuring partnership, bravery and passion for excellence remain at the core of everything Sanderson does.

If you’d like to find out more about the SIA 2026 Staffing 100 Europe List, as well as seeing a full list of honourees, please click here.