Before you recruit

The benefits of employing migrants

Recruiting migrants and people from migrant backgrounds helps employers access a wider pool of talent, particularly where businesses are experiencing recruitment or skills challenges.

Research has shown that employing refugees means lower turnover rates, and creates opportunities for further recruitment. It can also help organisations build a more diverse workforce and bring different experiences, perspectives and connections into the workplace. There can be additional benefits beyond filling an immediate vacancy. Providing work experience, training and mentoring can help develop your current staff as well as future talent.

Key Questions to ask before you recruit:

What skills does my organisation need?

Where are we struggling to recruit?

Are our recruitment requirements genuinely necessary?

Could we recognise relevant overseas experience?

Can we provide training or development for someone with the right potential?

Understanding right to work and visa routes

You do not need to be an immigration expert to recruit migrants, but you need to understand the rules and responsibilities involved as an employer. There are considerable penalties if right to work checks are not carried out correctly.

Lots of immigration routes allow people to work in the UK, but the rules attached to them can include restrictions on the type or amount of work a person can undertake.

Who has the right to work in the UK?

• UK and Irish citizens.
• People with valid work visas.
• People with indefinite leave to remain.
• EU citizens with settled or pre-settled status.
• People who have relocated here from Hong Kong and Ukraine.
• People with refugee status.
• Dependent family members.
• Students can work up to 20 hours per week.
• Some asylum seekers have the right to work if their claim is outstanding for 12 months, but only in specific job roles.

Do not make assumptions based on a person’s appearance, accent or immigration status. This list is not exhaustive, which is why it’s important to carry out the correct checks.

Right to work checks

Right to work checks should be carried out on all potential employees; from October 2026 this also applies to contractual agreements with workers and subcontractors. Always keep the required evidence of the check.

Most people with digital immigration status use the Home Office online service. Where this applies, the individual provides a share code which the employer uses, together with the person’s date of birth, to access the relevant information.

A screenshot or photograph of someone’s online status is not a substitute for carrying out the appropriate online check. The Home Office online system will tell you not only if a candidate has the right to work, but also any restrictions, such as sponsorship or restricted hours.

What if the Share Code system doesn’t work?

There are times where people do not have a share code, for example Asylum Seekers with the right to work, or the information on the Home Office website may be incorrect, incomplete or out of date, in which case there are secondary steps available to check a potential employee’s right to work.

• A manual check of eligible original documents
• A digital verification service where applicable
• The Employer Checking Service in specific circumstances

Sponsorship

Before recruiting, employers should understand the difference between having the right to work in the UK and requiring employer sponsorship.

If a candidate does not already have the necessary permission to work, sponsorship may be an option if the role meets the requirements. Sponsorship creates additional responsibilities for an employer. A licensed sponsor must have appropriate systems in place, keep relevant records, monitor sponsored workers and report certain changes to UK Visas and Immigration.

Before deciding to sponsor someone, check the latest GOV.UK requirements. Immigration rules and salary, occupation and sponsorship requirements change on a regular basis.

Do

• Identify who within your organisation is responsible to check a candidates right to work.
• Use current GOV.UK guidance.
• Build right to work checks into your normal recruitment process.
• Keep appropriate records.
• Seek specialist immigration advice where necessary.

Don’t

• Make assumptions about someone’s right to work.
• Ask only people who appear to be migrants to prove their status.
• Give immigration advice unless you are appropriately qualified.
• Rely on old guidance or information from previous recruitment exercises.

Workforce planning

Before deciding where to advertise, consider what you actually need from the person doing the job. Start with the skills, knowledge and behaviours required rather than automatically reproducing previous job descriptions.

Could relevant overseas experience be considered?

Which skills are essential from day one?

Which skills could be learned?

Is UK experience genuinely necessary?

Is a particular qualification legally or professionally required?

Could different working patterns or flexibility make the role accessible to a wider pool?

Does the role really require a driving licence?

Removing unnecessary requirements makes it easier for people with different career histories to apply. It also benefits other candidates who may have valuable skills but do not follow a traditional UK employment pathway.

Recognising overseas skills and qualifications

People who have migrated to the UK often have skills and qualifications gained in other countries that are not immediately obvious or recognisable. Do not assume that qualifications or experience gained outside the UK have no value.

For regulated professions, there may be specific requirements for professional registration or recognition. For other roles, employers can consider the candidate’s knowledge, skills and previous responsibilities.

A UK ENIC Statement of Comparability can provide information about how an overseas qualification compares with UK qualifications. However, it does not replace professional registration where a profession is regulated.

Recruiting migrants is more likely to succeed when inclusion is considered across the organisation.

Think about practical barriers someone may encounter at work, for example:

• Language and workplace terminology
• Understanding workplace systems and procedures
• Access to training
• Transport and commuting
• Working patterns and shifts
• Familiarity with UK workplace culture
• Access to professional networks
• Understanding workplace rights and responsibilities

Not every migrant or refugee will need additional support. Everyone’s circumstances are different. The important thing is to create an environment where employees can ask questions and where support can be adapted to individual needs. 

Consider whether your organisation can offer:

• Flexible working where operationally possible
• Mentoring or buddying
• Workplace English or sector-specific language support
• Clear, accessible information
• Training and development
• Opportunities to build professional networks

Workplace culture

Are equality, diversity and inclusion policies up to date?

Is your organisation welcoming to people from different backgrounds?

Are employees prepared to work in a diverse team?

Are there processes for addressing discrimination or harassment?

Managers play a key role in successful recruitment, onboarding and retention. 

Managers should understand that employing someone from a migrant or refugee background does not automatically mean that they will need additional support. However, some people may be unfamiliar with UK workplace systems, recruitment processes or terminology. Managers should also know where to go for help rather than trying to provide immigration, legal or specialist support themselves.

Before recruiting, make sure managers understand:

• Why your organisation is widening its recruitment approach.
• How to recognise transferable skills and overseas experience.
• The importance of fair and consistent recruitment.
• How to avoid assumptions about language ability or immigration status.
• What support is available locally.
• When to seek specialist advice.

Prepare your existing workforce

Explain your approach to existing staff and help colleagues understand the benefits of a diverse workforce and the part they can play in creating an inclusive workplace.

Identify local support programmes

You do not have to do everything yourself. Yorkshire and Humber has a wide range of organisations that can help employers connect with migrant and refugee talent and support people into work. These include refugee and migrant organisations and specialist employment providers.

Migrant Talent Yorkshire works with partners across the region to help bridge the gap between employers and refugees and migrants. The platform identifies support such as mentoring, work placements, pre-employment training, sector-based English language support and recognition of skills and qualifications.

When looking for support, consider what you actually need:

• Candidate matching.
• Job preparation.
• Language support.
• Training.
• Mentoring.
• Workplace advice.

Use our recommended partners to find organisations near you that can help you recruit.

Employing someone is not the only way to support migrant and refugee employment. Although bigger companies have higher budgets that can support tailored employment programmes, every business small or medium can play a part in supporting refugees employment journey.

Even small and medium-sized businesses can make a significant contribution by offering:

• Work experience
• Mentoring
• Apprenticeships
• Site visits or open days
• Pre-employment training
• Sector-specific English language opportunities
• Mock interviews
• Careers talks
• Professional networking
• Opportunities to understand your sector
• You could start small. For example, offer a two-hour workplace visit, take part in a local employment event or provide a professional mentor.

Plan recruitment

One of the most important things you can do is to make the language you use more accessible. Use plain English and avoid unnecessary jargon and acronyms. Consider whether the language used in your application process actually reflects the language skills needed to do the job.

Ultimately, think to yourself: Could someone unfamiliar with UK employment understand what they need to do?

Explain what candidates can expect. If you use competency-based interviews, tests or assessment centres, explain the format in advance. Consider whether candidates could demonstrate their skills through

• A practical task
• Work samples
• Structured interview questions
• Skills assessments
• Portfolio evidence
• Relevant previous experience

Think about whether your recruitment process or working arrangements could unintentionally exclude people. For example:

Is the workplace accessible by public transport?

Are shift times realistic for people without access to a car?

Is a driving licence genuinely essential?

Could flexible working be offered?

Are application and interview arrangements accessible?

Can reasonable adjustments be made?

Get the right support

If you are new to recruiting migrants or refugees, speak to a local employment support organisation before advertising. They can help you understand the local candidate pool, review your vacancy and identify appropriate routes into recruitment.

Pre-recruitment checklist

• Have we identified the skills we actually need?
• Have we reviewed unnecessary UK-specific requirements?
• Have we considered overseas experience and qualifications?
• Have we checked whether any professional registration is required?
• Have we considered language requirements carefully?
• Is the job advert written in clear, accessible language?
• Is the application process straightforward?
• Have we considered alternative ways of assessing skills?
• Are managers prepared to recruit inclusively?
• Have we considered transport, working patterns and other practical barriers?
• Do we know which local organisations could help us reach candidates?
• Do we know where to find the latest right to work and immigration guidance?

Ready to recruit?

Move to step 2