Following the 2025 reforms, the rules governing Skilled Worker visa sponsorship have become more challenging and enforcement more rigorous. Employers are now expected to apply higher salary thresholds, verify role eligibility against stricter occupational lists and maintain robust evidence trails for every stage of the sponsorship process. UKVI’s approach places greater emphasis on precision and accountability, making compliance a central element of workforce management.
For employers, this means sponsorship can no longer operate in isolation within HR. It must sit within a wider governance framework that connects recruitment, payroll, and legal oversight.
This article explains how the updated Skilled Worker system works in practice, outlining the current salary and eligibility rules, visa transitions and settlement requirements. It also looks at how employers can maintain compliance and prepare for future workforce needs under the evolving sponsorship regime.
Section A: Skilled Worker Sponsorship in 2025 – Core Employer Responsibilities
The Skilled Worker visa remains the main route for UK employers to hire international professionals, but the 2025 reforms have introduced higher compliance standards and increased complexity. Updated salary thresholds, revised occupational eligibility and tighter monitoring by UKVI mean sponsorship now demands precision and coordination across HR, payroll and legal functions. Employers must manage these obligations carefully to avoid enforcement action and preserve their licence.
All eligible roles appear in Appendix Skilled Occupations. Each occupation carries a specific SOC code and corresponding Skilled Worker going rate. Employers must pay the higher of the going rate or the Skilled Worker visa minimum salary. From July 2025, the shortage occupation list was replaced by the immigration salary list and supported by the temporary shortage list, both consolidated under Appendix Skilled Worker. Most new sponsorships must now meet RQF Level 6 (degree-level) requirements unless the role appears on the ISL or TSL. Employers must check these sources each time a Certificate of Sponsorship is issued to avoid eligibility errors.
Under the Skilled Worker visa points system, applicants must reach 70 points across sponsorship, skill, salary and English language. The Skilled Worker English language requirement remains CEFR B1, which can be met by an English-taught degree, nationality exemption or approved SELT. The IELTS for UKVI B1 test requires 4.0 in each component and meets the minimum IELTS score for UK work visa standard. Employers must verify that every applicant meets these criteria before sponsorship to reduce risk of refusal. While proposed changes to the language threshold remain under consultation, they are not yet implemented.
Section B: Managing Sponsorship, Employment and Visa Transitions
Understanding role categorisation, visa costs and employment changes is central to ongoing compliance. Employers must recognise the difference between Skilled Worker visa and Health Care visa. Both require sponsorship, but the health and care visa offers faster processing and reduced health and care visa fees for eligible roles (note, there is no distance care worker visa). Standard Skilled Worker visa fees depend on occupation, location and duration. Dependants can join under the Skilled Worker dependant visa and can work without restriction. HR teams should ensure dependant information is accurate at renewal to avoid reporting discrepancies.
Employers must also monitor employment changes throughout the sponsorship period. Any promotion, pay change or job reclassification may require a Skilled Worker change of employment application before the change takes effect. A Skilled Worker visa extension should be submitted ahead of expiry, confirming that salary and conditions remain compliant. All updates must be logged using the Skilled Worker change of circumstances process in the Sponsor Management System. Following the end of overseas sponsorship for care and senior care workers on 22 July 2025, employers should check each update to the Skilled Worker visa before recruiting in the care sector.
Many Skilled Worker candidates are already based in the UK and could be eligible to switch to the Skilled Worker visa. The graduate visa to Skilled Worker visa and student to Skilled Worker visa routes allow smooth transition into sponsored employment after UK study, while Tier 5 to Tier 2 transitional provisions apply for some legacy cases. Employers must align recruitment and onboarding schedules with these visa timelines to maintain continuous lawful residence. Under the Skilled Worker visa additional work rules, employees can take up to 20 hours per week of supplementary work in roles on the Immigration Salary List or at the same skill level. Breaching these limits can lead to licence penalties, so secondary work should always be documented and verified in advance.
The Skilled Worker visa replaced the Tier 2 route in 2020. While new Tier 2 visa applications are no longer accepted, some individuals remain on legacy Tier 2 permission. These numbers continue to decline as visas expire or are transitioned to Skilled Worker status. Employers should ensure compliance with the current Skilled Worker rules, as the previous Tier 2 framework — including Tier 2 dependant, Tier 2 to ILR requirements and Tier 2 sponsorship requirements — has been subject to change.
Section C: Salary, Settlement and Ongoing Compliance
Salary validation remains a key test of sponsor compliance. The SOC codes with salary framework defines minimum and market rates for every occupation. Employers must document how each job meets the applicable Skilled Worker going rate and keep supporting evidence, including job descriptions and payroll records. The new entrant Skilled Worker visa allows lower salary thresholds for younger professionals and recent graduates, provided salaries increase to standard levels before a Skilled Worker visa extension. Regular pay reviews and accurate data audits demonstrate forward planning and help prevent salary-based compliance issues.
After five years, employees may apply for settlement under the Skilled Worker visa to ILR route. Employers managing legacy sponsorships should still apply the Tier 2 to ILR requirements. The UK ILR rules for Skilled Worker visa require confirmation that the employee remains in qualifying employment and earns at or above the required salary at settlement. Employers should forecast pay progression and retention budgets early to ensure settlement eligibility for critical staff and reduce the need for replacement recruitment.
Compliance and governance must be consistent throughout the licence period. Sponsors should align HR systems with the official Skilled Worker guidance and apply each update Skilled Worker visa revision promptly. Conduct regular audits of right-to-work checks, salary validation and CoS reporting accuracy. Continuous monitoring allows early detection of errors and helps prevent licence downgrades or suspension. Employers that integrate immigration compliance into broader HR governance create a stable platform for long-term workforce planning and sustainable global recruitment.
The Skilled Worker visa continues to be the primary route for UK employers hiring international professionals. Following the 2025 reforms, the rules governing sponsorship have become more detailed and enforcement more rigorous. Employers are now expected to apply higher salary thresholds, verify role eligibility against stricter occupational lists and maintain robust evidence trails for every stage of the sponsorship process. UKVI’s approach places greater emphasis on precision and accountability, making compliance a central element of workforce management.
For employers, this means sponsorship can no longer operate in isolation within HR. It must sit within a wider governance framework that connects recruitment, payroll, and legal oversight. This article explains how the updated Skilled Worker system works in practice, outlining the current salary and eligibility rules, visa transitions and settlement requirements. It also looks at how employers can maintain compliance and prepare for future workforce needs under the evolving sponsorship regime.
Section D: Workforce Planning and Recruitment Best Practice
Effective workforce planning ensures that sponsorship supports business objectives rather than reacting to immediate staffing pressures. Under the Skilled Worker visa system, employers should align recruitment strategy, budgeting and resource allocation with the Home Office’s sponsorship requirements. Taking a structured approach to forecasting, resourcing and onboarding reduces delays, supports compliance and ensures international hiring remains financially sustainable.
1. Forecasting and planning ahead
Employers should assess workforce needs well in advance of recruitment. Build immigration planning into your annual business forecasting cycle to identify roles likely to require sponsorship and the corresponding cost and time implications. Monitor changes to Appendix Skilled Worker and the immigration salary list to ensure upcoming vacancies align with eligible job codes and current salary thresholds. Early planning helps HR and finance teams balance workforce demand with budget approvals and realistic recruitment timelines.
2. Budgeting for sponsorship and recruitment costs
Sponsorship costs extend beyond visa application fees. Employers must factor in the Immigration Skills Charge, legal or administrative fees, and the cost of compliance management throughout the employment lifecycle. The total cost per hire can vary depending on job length, occupation type and whether dependants are included under the Skilled Worker dependant visa. Budgeting these expenses as part of standard recruitment planning prevents overspend and ensures funds are available when needed, particularly where multiple sponsored hires occur simultaneously.
3. Managing recruitment timeframes
End-to-end sponsorship can take several weeks from vacancy approval to visa issue. Employers should allow time for Certificate of Sponsorship assignment, visa processing and pre-employment checks. UKVI processing times vary depending on application type and country of origin, and roles subject to additional scrutiny may take longer. To avoid project or operational delays, plan recruitment cycles to include sufficient lead time for the Skilled Worker visa process and ensure onboarding is aligned with visa start dates.
4. Allocating resources and defining responsibilities
Sponsorship should be supported by clear internal ownership. Assign responsibility for monitoring licence compliance, issuing Certificates of Sponsorship and maintaining Appendix D records across HR, recruitment and compliance functions. Training Level 1 Users on the how to sponsor someone process helps avoid procedural delays and prevents errors that could trigger Home Office queries. Regular coordination meetings between HR, legal and finance teams ensure that any changes in role, pay or contract are reported promptly and budgets remain accurate.
5. Building a sustainable talent pipeline
Workforce planning should go beyond immediate vacancies. Employers can use data from sponsored roles to identify skills gaps and develop succession pipelines. Analysing visa expiry dates, renewal schedules and ILR eligibility under the Skilled Worker visa to ILR pathway helps anticipate retention needs and reduce turnover. Aligning sponsorship with training and progression programmes ensures that the investment in sponsorship delivers long-term workforce stability while maintaining compliance with Skilled Worker guidance.
By integrating sponsorship into wider workforce planning and recruitment strategy, employers can manage immigration costs effectively, meet project timelines and maintain compliance. A structured approach ensures that sponsorship supports business growth and remains a sustainable part of long-term resource management.
Author
Gill Laing is a qualified Legal Researcher & Analyst with niche specialisms in Law, Tax, Human Resources, Immigration & Employment Law.
Gill is a Multiple Business Owner and the Managing Director of Prof Services Limited - a Marketing & Content Agency for the Professional Services Sector.
