There is no single workforce strategy for 2026. The organisations adapting most effectively this year are not the ones with the biggest budget or the boldest plan. They are the ones making role by role decisions across three models: hire, build and borrow.
I think that distinction gets lost in a lot of workforce planning conversations, where everything defaults to “we need to hire.” Sometimes that is right. Often, it is not.
Hire
Hire when capability is strategically important, difficult to replace, and likely to remain core to long-term organisational success. Specialist capability across AI, cyber, cloud and senior data leadership is likely to become increasingly competitive as market confidence continues to recover through H2, so this is the model to lead with when the capability is not going anywhere.
Build
Build when capability demand is long term, talent supply is constrained, and internal progression potential exists. AI literacy, cloud capability and governance understanding all remain strong internal development opportunities right now.
Building capability does more than close a skills gap. It strengthens retention. Employees are significantly more likely to stay where investment in their progression is visible, which means your build strategy and your retention strategy should really be the same conversation.
Borrow
Borrow when capability is highly specialist, time bound, transformation led or delivery focused. Interim leadership, specialist consulting and contract delivery remain effective models for AI implementation, ERP programmes, CRM transformation, delivery surges and specialist governance activity, exactly the kind of work where you need the expertise now and do not need it forever.
A practical framework
For every capability gap, ask three questions:
- Will we need this capability in three years?
- Is the talent currently available at reasonable market cost?
- Is the requirement finite or ongoing?
Most workforce planning failures I see happen because these questions are never explicitly asked. Teams default to whatever model they used last time, rather than choosing the model that actually fits the problem in front of them.
Making this real for your organisation
This framework only works if it is applied role by role, not as a single company wide policy. A CTO deciding on senior AI leadership and a delivery lead planning a six month ERP rollout are answering the same three questions, but the answers will point them in very different directions.
Our H2 2026 Workforce Insights Report sets out live salary benchmarks across permanent, contract and Academy rates for every practice area, so you can put a number against each of these decisions.
If you want help working through your own hire, build and borrow plan for H2, get in touch. We would love to help you build it.