In support of the UK’s Modern Industrial Strategy, on 23 June 2025 the UK government published a collection of policy and analysis papers, sector plans, consultations, and documents.

It is the intention that the industrial strategy, a 10-year plan, ‘…will make it quicker and easier for business to invest and will provide the certainty and stability needed for long-term investment decisions.’. Read the Collection: The UK’s Modern Industrial Strategy 2025 here.

In amongst the collection is the Digital and Technologies Sector Plan. In this blog we signpost the main themes of this sector plan and some of what needs to happen as highlighted by the plan.

Anchoring the plan

The sector plan, which runs to 72 pages, is jointly from the Department for Business and Trade and the Department for Science, Innovation and Technology (DSIT), with the Ministerial Foreword from the Secretary of State for Science, Innovation and Technology. In his words:

‘Our Digital and Technologies Sector Plan, a central part of the modern Industrial Strategy, sets out a role for the State as an active partner, boosting British businesses instead of holding them back. Our plan is anchored in exploiting the ideas and talent of Britain’s scientists, technologists, innovators and entrepreneurs – and strengthening our country as an investment destination for domestic and international enterprise…’.

Read the Digital and Technologies Sector Plan here.

Six frontier technologies

The executive summary foregrounds the development of action plans for the following six frontier technologies:

• Advanced connectivity technologies (ACT)
• Artificial intelligence (AI)
• Cyber security (Cyber)
• Engineering biology (Eng Bio)
• Quantum technologies (Quantum)
• Semiconductors

It is noted that frontier technologies related to the following sectors are not included as they are part of separate sector plans: advanced manufacturing, clean energy, defence, and life sciences.

The UK’s city regions and clusters

A map of the UK is provided within the sector plan, highlighting regional strengths according to the six frontier technologies.

So, for example, the West Midlands is tagged with the frontier technologies: AI, Cyber, ACT. This is followed by a description of the specifics, including that the ‘region produces 66,000 tech graduates each year…’. Similarly, Scotland (Dundee, Glasgow, and Edinburgh city regions) is tagged: AI, Eng Bio, Semiconductors, Quantum, with a specific example given being: ‘10 of the top 30 global semiconductor companies have operations in Scotland’ (data attributed to a 2024 DSIT study).

The map is to be found on page 57 of the plan, in the part headed ‘Supporting the UK’s city regions and clusters.’.

Accountability

Towards the end of the sector plan there is an ‘accountability table’ listing the six frontier technologies with actions against each of these within one column, and the senior responsible owner (SRO) in another (pp. 66 – 67).

Repeated below are the five actions that are listed against the frontier technology AI. They have the DSIT Director of AI Opportunities identified as the senior responsible owner (SRO).

• Strengthening the UK’s position as a global hub for AI R&D
• Maximising the UK’s stake in frontier AI
• Delivering an AI and copyright framework that supports AI development in the UK
• Promoting AI adoption across the UK with targeted initiatives
• Accelerating AI-enabled scientific breakthroughs in targeted areas of UK strategic priority

Related to AI and copyright, read our earlier blog on ownership of intellectual property outputs here.

Through to 2035

We finish this brief journey through the Digital and Technologies Sector Plan with a pick of three of the events listed on the timeline ‘Plan Through to 2035’ (pp. 68 – 69):

For 2025 –

‘Cyber: 2025: Cyber Security and Resilience Bill introduced to Parliament’.

Related to this, read our earlier blog on the government’s April 2025 policy statement on the CSR Bill here.

For 2029 –

‘Cross-sector: 2029: 1 million students reached across every secondary school in the UK and offered the chance to learn about technology and gain access to new skills training and career opportunities.’.

For 2035 –

‘Overall: 2035: The UK has its first trillion-dollar technology business’.

For further government background on the Digital and Technology Sector Plan, read the DSIT’s press release – ‘Tech innovators backed to set up and scale up in Britain through Industrial Strategy’ – here.

Changes to the skilled worker visa route from July 2025

Following on from the government’s Immigration White Paper, the most recent Statement of Changes to the Immigration Rules were announced in a written statement to the House of Commons on 1 July 2025, firming up their intention to reduce net migration and to restore control over the immigration system. This brings into effect the first raft of reforms specified in May’s White Paper.

In this short blog we look at the changes to the skilled worker route.

For a detailed overview of the May 2025 Immigration White Paper, read our earlier blog on key impacts and reforms >

Key updates to the skilled worker visa rules in July 2025

The changes specified will take effect from 22 July 2025, three weeks from the date the Statement of Changes were announced. The changes to the Skilled Worker route are significant and the key changes are as follows:

Main updates effective from July 2025

• Threshold starting salary will increase from £38,700 to £41,700 per year.
• Tradeable points for applicants with a PhD in a subject relevant to the job will increase from £34,830 to £37,500 per year.
• Tradeable points for applicants with a PhD in a STEM subject relevant to the job will increase from £30,960 to £33,400 per year.
• Tradeable points for applicants being sponsored for a job on the Immigration Salary List will increase from £30,960 to £33,400 per year.
• Tradeable points for applicants regarded as new entrants at the start of their career will increase from £30,960 to £33,400 per year.
• Skill level increased to RQF Level 6 resulting in the removal of around 180 eligible occupations
• Increase in going rates.
• Closing the Social Care Worker visa route to overseas recruitment.
• Introduction of an interim Temporary Shortage List containing RQF levels 3-5 in roles identified as identified as important for the UK’s Modern Industrial Strategy. Dependants will not be permitted to accompany those sponsored in these roles.

Steps employers should take before the skilled worker visa changes take effect

• The current Immigration Rules will be used to consider applications with a CoS assigned before 22 July 2025.
• If you are recruiting international workers, you should review the SOC codes and salaries for the roles and consider expediting the recruitment process before the changes take effect.
• Employers should review their current employee’s immigration status to identify staff that may require sponsorship in the future.
• Sponsors should consider whether they have a sufficient allocation of CoS if they would like to assign them prior to the changes. If not, a request using the priority service via the SMS will be required.

How can we help?

If you are concerned about how the changes will affect your business and would like to discuss this with one of our exerts please don’t hesitate to get in touch today.

Attracting and retaining top talent is proving problematic for employers in the current economic climate. According to the Integrated Benefits Institute, 61% of employers struggle to hire employees in the first place and 73% struggle to keep them, showing that the job market is competitive not just for job seekers but for employers too.

When searching for a new position, people look at a range of jobs and opportunities, comparing companies’ salaries and benefits to make their decision. Employers are always competing to attract sought-after top talent, finding a balance between offering competitive remuneration packages and benefits whilst remaining realistic.

Understand legislative changes

The job market is very driven by the state of the economy and, with the recent changes brought about by the Employment Rights Bill, there is certainly a turbulent feeling. There is general concern around the effect of the Bill on employers, especially in recruitment. The rises in Employer’s National Insurance contributions have increased the cost of employing people, and those costs are likely to increase further with other changes being proposed by the government.

This all means that companies need to be even more selective when hiring to ensure they recruit top talent. The proposed changes to sick pay, unfair dismissal rights and flexi working requests may also destabilise the working landscape. As a result, many companies are facing high staff turnover rates, which is problematic. Training new staff when someone leaves costs money, takes up time and requires lots of resources.

Adapt to shifting employee expectations

A major challenge facing employers is adapting to employees’ evolving expectations and requirements.

With each generation, views on work ethic, company culture, workplace environment and management style change. As a result, employers need to adapt their culture to fit. This is critical to get right yet can still remain a point of tension between employers and candidates of different generations. Employers should aim to strike a balance between offering the stability and hierarchy typically valued by older generations, whilst demonstrating flexibility and work-life balance that often appeals to younger people entering the workforce for the first time.

Take DEI seriously

Diversity is also a challenge for employers who must actively strive towards a diverse workforce whilst also ensuring they employ the best person for the job. As diversity, equality and inclusion (DEI) become increasing focuses in modern work culture, employers must demonstrate they’re taking them seriously. Jobseekers can be put off by factors such as a company not being a ‘disability confident’ employer, or not adequately supporting employees returning from maternity leave who need to balance childcare and their careers.

If organisations aren’t meticulous about having the right policies and certifications in place, they can miss out on attracting and hiring the best people.

Consider alternative career paths to development

Companies should also be flexible in their approach to career development. Recent changes to adult apprenticeships in the UK signal the beginnings of greater acceptance of older apprentices, enabling people to learn new skills and change career path more easily. By offering alternative routes to qualification, employers will have a greater pool of candidates from which to source their talent. Embracing apprenticeships could prove to be highly beneficial for companies looking not only to attract but develop their own top talent.

Consider remote vs office-based working

Navigating work from home and the return to office is a universal issue affecting all businesses. An increasing number of organisations are making office attendance mandatory, despite it being off-putting for applicants, especially when working in-person is required five days a week.

However, it’s not just employers’ ability to attract talent that’s affected. When reinstating mandatory office attendance, employers run the risk of losing high performing employees to companies that do offer remote or hybrid positions.

Given the risks, employers should seriously consider this policy and whether there’s a genuine business need before its implementation.

Acknowledge the importance of culture and brand

The answer lies in finding a balance between a competitive pay structure and appealing company benefits. Whilst increasing numbers of reports are suggesting that the new generation of workers value work-life balance more than previous generations, attractive remuneration remains an important factor as living costs soar.

Culture and employer brand are not just instrumental in attracting top talent but retaining it too. Often, people move jobs in pursuit of the right work culture, not just in pursuit of better pay. By investing in a good culture, such as through professional development or CSR initiatives, people will not only want to work for a company, but they will also be more likely to stay.

Growth, loyalty and long-term thinking

Whilst establishing an employer brand and desirable work culture is essential, companies must also remain adaptable and open-minded when it comes to change. As demands and expectations shift with each generation, companies must be prepared to adapt, or their employees will move on to a company that has managed to keep up. By facilitating regular dialogue between the business and employees, such as through one-to-one meetings or online surveys, staff will feel heard and cared about, fostering loyalty.

A cornerstone of a positive work environment is offering opportunities for career growth and professional development. It’s not just about progression; people want to know if and how their employer is going to help them to grow. Providing additional opportunities to develop and learn new technical and soft skills is a sign of an employer that’s invested in its staff.

Ensuring that every role has a clear pathway to the next stage of their career, with line managers frequently reviewing progress, will not only help employees thrive, but employers will benefit from a workforce consistently upskilling itself.

Set people up to succeed from the start

Part of facilitating healthy professional growth and progression begins with having the right onboarding and transition processes in place.

Training people up and helping them transition into a new team, becoming an embedded and valued member, will not only help them to feel supported throughout the onboarding process, but it will also boost their performance in the long run, setting them up with a secure foundation from which to move forward in their career.

To maximise the impact of professional development opportunities, employers should ensure training is dynamic, offering a mix of interactive sessions such as 121s and mentorship programmes, rather than just attending a one-off presentation.

Create a workspace people want to be in

The physical workspace is also evolving, with companies recognising the impact of a physical environment on productivity and team morale. Google has embraced change brilliantly over the years, making their offices less formal and more spacious, with breakout rooms and meeting spaces designed to foster creativity. Businesses should invest in their physical workspace to create an inspiring office environment that people want to work in, which will contribute to a thriving office culture and help to retain talent.

Go beyond job boards

Looking to the future of recruitment, companies should think outside the box. Many companies are using career fairs or events such as summer barbecues to showcase their organisation.

These are important ways for a business to convey its values, how it treats its employees and sets them up for the future. Such events also enable people to get to know the organisation better so that when a vacancy comes up, they have lots of interest already.

Don’t get left behind

Employers are struggling when it comes to talent attraction and retention. A combination of factors is contributing to high staff turnover rates, resulting in financial and reputational repercussions for employers. To break this cycle, employers must build a solid brand and culture and be

Unsubstantiated claims against candidates can cause disruption during a hiring process, leaving HR professionals in an especially difficult position. With the digital era prompting social media to pour further fuel on the flames, unproven rumours can be tricky to pursue yet impossible to ignore.

If not handled correctly, businesses can later be found liable, and what may have begun as idle gossip risks spiralling into a damaging lawsuit on the grounds of discrimination or libel. So, what should HR professionals do when faced with claims that haven’t been formally raised?

Unproven doesn’t mean unimportant

While the severity of allegations will vary, it’s important for HR to strike the right balance between remaining vigilant yet delicate throughout the hiring process. It can be easy to assume that claims not raised officially can be brushed under the carpet, but this only risks them re-emerging later in a more damaging form.

Early investigation makes a difference

Any allegation should be addressed quickly. When raised at an earlier stage of the hiring process, HR professionals have the advantage of time – but must use it wisely.

By acting on the first sign of allegations, rumours can be either dismissed or investigated more effectively, preventing potential damage to the business before the candidate becomes associated with the company’s reputation. A thorough investigation that creates a clearer picture of an originally vague rumour will help HR teams achieve this.

Social media checks as a first step

One route helpful for investigating a potential candidate, particularly in early stages, is a social media check. Depending on the severity of the rumour, jumping straight to employer references may expose the claim while it remains unproven, which risks lengthy legal disputes. However, basic online research may be all it takes. Reviewing a candidate’s digital footprint can quickly identify any issues that may cause concern if the individual were to be hired.

Later-stage rumours are harder to manage

If rumours arise at a later stage, it becomes harder to part ways with candidates who are strong contenders for the role. Once expectations are set and the individual is more engaged with the team, HR professionals will need a clear view of the allegations to support any further action. At this point, other candidates may be awaiting responses, and the business still faces the pressure of filling a key role. These time pressures make quick action essential, but the legal risk involved means the right action must be taken.

Unproven allegations must be treated carefully.

Relevance to the role is important

Depending on the outcome of the initial investigation, HR teams should be alert to any issues that relate to the nature of the role or the sector in question. Conflicts of interest or controversial views can be red flags, particularly if hiring the candidate could expose the business to risk. For example, rumours around mishandling money will warrant particular scrutiny in roles involving finance.

Bringing the issue to the candidate

Another possible route is to raise the allegations with the candidate, either generally or directly. General communication with all candidates at the outset of recruitment is important, and this includes outlining internal policies and any sensitivities that apply to the sector or role. Candidates can then flag any concerns early on.

Where needed, raising a specific concern later in the process may help clarify the origin of the rumour. However, this must be handled carefully; the issue should be raised sensitively and the candidate must not feel ambushed.

References are not a starting point

If rumours are proving difficult to investigate even when other avenues have been exhausted, reference providers can be consulted in order to gain clarity. This can be a quicker route to uncovering details but it should by no means be a first port of call. Making an unproven rumour public to employers, for example, risks the business facing legal claims such as libel.

The importance of keeping records

At every stage, HR professionals must keep documentation up to date and accurate. The timeline of how the allegation developed, and the company’s response, should be clearly recorded. Even when an investigation is seemingly closed, the information may become important again if the issue re-emerges (or if a candidate takes legal action claiming the matter was not handled appropriately).

Without proper records, much of the effort taken to investigate may be undermined.

Serious attention for unverified claims

While often volatile, unsubstantiated claims in recruitment require prompt and careful attention. HR professionals have a key role to play in protecting the business’ reputation.

Understanding the routes available is one thing — but knowing how and when to apply them is just as important. Each claim must be approached on its own terms, depending on the company, job role, and stage of the process. In many cases, relevant information may already be publicly available.

With the right steps, HR professionals will be better equipped to extinguish the flames that unsubstantiated claims can start.