For UK hospitality businesses struggling to fill roles, looking beyond domestic recruitment can seem like an obvious solution. The sector’s demand for skilled workers has surged 46 per cent since before the pandemic, according to immigration specialists, and the talent pool at home is not keeping pace. But hiring internationally comes with complexity that can trip up even experienced operators.
The rules have changed significantly, and understanding them before you start recruiting will save time, money, and frustration.
The visa landscape has shifted
The Skilled Worker visa remains the main route for bringing international staff into the UK, but as of July 2025 the requirements have tightened considerably. The general salary threshold has risen from £38,700 to £41,700, with the new entrant rate increasing from £30,960 to £33,400. More significantly, the required skill level has moved from RQF Level 3 (equivalent to A-levels) to RQF Level 6 (degree level).
For hospitality, the practical impact is substantial. Roles such as hotel managers and restaurant managers, previously eligible for sponsorship, have been removed from the skilled worker list. Operators who relied on international recruitment for these positions will need to rethink their approach or focus on retaining existing sponsored staff who benefit from transitional protections.
The rules have changed significantly, and understanding them before you start recruiting will save time, money, and frustration.
Sponsorship requires infrastructure
To hire through the Skilled Worker visa route, your business needs a sponsor licence from UK Visas and Immigration. The application itself is straightforward, typically completed online in under an hour, but eligibility depends on having robust HR systems in place to monitor sponsored employees and maintain compliance records.
This is not a one-off administrative task. Licence holders must report changes in sponsored workers’ circumstances, keep records for inspection, and ensure salary and working conditions remain compliant. For multi-site hospitality groups, this administrative burden can become significant without the right systems behind it.
Employer of Record as an alternative
For operators looking to hire staff based overseas without relocating them to the UK, an Employer of Record arrangement offers a different path. An EOR acts as the legal employer in the worker’s country, handling payroll, tax compliance, and local employment law while you retain day-to-day management of their work.
This model suits hospitality groups with international operations, shared service centres abroad, or remote roles that do not require physical presence in the UK. It removes the need to establish a legal entity in each country and simplifies compliance across multiple jurisdictions.
Platforms like Rippling offer Employer of Record services in over 185 countries, allowing operators to manage international payroll and compliance from a single system alongside their UK workforce. For growing groups with ambitions beyond domestic markets, this kind of integration can reduce complexity considerably.
Compliance is not optional
Whether you are sponsoring workers or using an EOR, the compliance obligations are real and carry consequences. Incorrect visa sponsorship can result in licence revocation, fines, and reputational damage. Misclassifying workers as contractors when they should be employees creates tax liabilities and legal exposure. Even small errors in right-to-work checks can lead to civil penalties of up to £60,000 per worker.
The Employment Rights Act 2025, which received Royal Assent in December 2025, has added further complexity. Day-one rights now include paternity leave and statutory sick pay. Unfair dismissal protection applies after six months rather than two years. For businesses managing international staff alongside domestic teams, staying compliant across different employment frameworks requires careful attention.
Practical steps before you start
If you are considering international recruitment, begin by auditing your current HR infrastructure. Do you have systems that can track sponsored worker obligations, store compliance documentation, and flag expiring visas? If not, address that gap before applying for a sponsor licence.
For roles that no longer qualify for sponsorship, consider whether the work could be structured differently or performed remotely from another location. Explore alternative visa routes such as the Graduate visa, Youth Mobility Scheme, or sector-specific arrangements that may still apply.
And if your ambitions extend to hiring staff based permanently overseas, investigate whether an Employer of Record model might offer a simpler path than establishing local entities. The upfront investment in understanding your options will pay dividends in reduced risk and smoother operations.
