Immigration shifts demand industry adaptation

If there’s one thing we’ve learned in the global construction world, it’s that labour forecasts don’t influence disruption. Right now, immigration rule changes in both the UK and USA are reshaping who shows up on job sites, and how quickly projects get moving.

Recent sweeping changes in the UK, for example, have pushed the Skilled Worker visa threshold up to RQF 6+ (Regulated Qualifications Framework), effectively shutting out most construction trades – from carpenters and bricklayers to electricians and plant operators.

Suddenly, roles once routinely filled by migrant workers require graduate-level salaries or new sponsorships. Meanwhile, the construction sector was already grappling with a shortage of roughly 250,000 workers – and with ambitious housing and decarbonisation targets still standing, the new rules threaten to make those goals unattainable.

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Meanwhile, across the Atlantic, enforcement intensity is reaching new highs. ICE raids and I-9 audits are on the rise. Construction firms, especially those working with foreign-staffed crews, must now treat immigration risk with precision: prepare, train and stay alert. That means internal audits for I-9 forms, legal response teams ready to field surprise visits and clear communication channels – both internally and with employees. For many, it’s become as essential as toolbox safety talks.

Built on adaptation

Needless to say, the challenge is layered. But so are the opportunities – for those willing to plan with purpose. In the UK, that might mean doubling down on apprenticeships, ongoing skills training and partnerships with local colleges. In the USA, it might look like widening the net to bring in more veterans, women and non-traditional candidates.

Compliance, too, has become more than a box to tick. In the States especially, proactive measures like regular I-9 audits, training HR and site supervisors on how to handle potential ICE visits and building a clear legal response plan can turn what might be a vulnerability into a competitive advantage.

Flexibility matters as well. If visa rules are restrictive in one country but more accommodating in another, think creatively. Maybe a crane operator in a UK branch can temporarily support a US project, or a project manager in the States can be reassigned to the UK for a critical phase. Additionally, track immigration timelines, match them with your project schedules and be ready to shift resources where they’re needed most.

And don’t underestimate the power of advocacy. Whether it’s the Home Office in London or the Department of Homeland Security in Washington, DC, our industry needs a seat at the table. The removal of key trades like riggers or welders from eligibility lists can ripple through every rebuild, infrastructure project and lift. Engage with trade associations, write to decision-makers and speak up when policy risks don’t align with real-world demands.

Finally, share what’s working. SC&RA’s global network represents a unique advantage. If a member in London has cracked a rapid-training model, or a team in Calgary has mastered staggered workforce scheduling, that knowledge can save time, cost and risk for members in entirely different markets.

Immigration rules won’t stabilise overnight, and we all know they’ll shift again. But construction is built on adaptation. With strategic planning, proactive compliance and cross-border collaboration, these disruptions become design challenges, not roadblocks. The companies that treat workforce planning with the same discipline they bring to project planning will be the ones still moving forward when the rules inevitably change again.