In today’s European medical-device sector, securing the right talent is no longer simply a matter of posting a role and waiting for responses. With increasing regulatory complexity, accelerated innovation cycles and heightened competition for specialised skills, many firms find themselves constrained by two inter-linked issues:

1. Limited local talent pools – a scarcity of candidates with the right blend of technical, regulatory or commercial experience in-region.
2. Relocation friction – when hiring internationally would seem a practical solution, companies often encounter obstacles around visa/immigration, cultural fit, cost, family considerations and onboarding remote or transplanted talent.

Here are four practical strategies I’m seeing work effectively for med-tech firms in Europe — and how you can apply them within your hiring programmes.

Expand the talent horizon and re-architect your “local” assumption

The starting point is often a mindset challenge: assuming the only viable candidates are those already based in the geographies you operate. Yet research reminds us how mobility and global competition for skills are evolving. For example, Boston Consulting Group’s recent report “The New Geopolitics of Global Talent” highlights how firms must build global networks, embrace relocation or remote work, and proactively foster “talent ecosystems” across borders.
 In practical terms for a medical-device firm this might mean:

• mapping not only existing local talent but adjacent regional hubs (for instance, across EU neighbouring states) where the same regulatory frameworks apply;
• considering hybrid modes of employment (e.g., remote + periodic on-site presence) to soften relocation burden;
• developing a candidate “pool pipeline” even for passive prospects who are open to international moves.

Treat relocation and onboarding as strategic investment, not merely operational overhead

When relocation is the path, the “soft” costs often outweigh the obvious ones. Cultural adjustment, family support, language/local integration, relocation logistics, visa/time-to-productivity and retention risks all matter. In fact, BCG’s “Dream Destinations & Talent Mobility Trends” report found that candidates expect employers to support relocation and integration comprehensively — those were major determinants of move-decisions. BCG
 For med-tech firms, this means building relocation packages with:

• relocation allowance + settling-in support (housing, partner/spouse employment help, language/transition assistance)
• tailored onboarding plans: recognising that international hires need extra time to network internally, learn geo-specific market/regulatory contexts and build cross-regional relationships
• retention focus: making the move “stick” requires engagement beyond the first few months — practitioners often recommend milestones (6-,12-,18- month check-ins) to ensure assimilation and alignment with role expectations.

Strengthen your talent-acquisition value-proposition: the entire offer matters

Candidates, especially in high-skilled med-tech roles, evaluate more than just salary. According to recruitment-trend commentary within life sciences, the interplay of hyper-specialisation, global mobility and skill scarcity means the hiring proposition must be compelling. experis.com+1
 For your firm this means articulating:

• Why your location and business matter: market position, growth opportunity, regulatory/approval milestones, geographic footprint — especially if you are hiring someone from abroad.
• Career progression paths that matter: for someone relocating, demonstrating that this is not simply a “fill a seat” but part of a career move (e.g., lead a region, drive new product launch, expand footprint).
• Supportive local environment: emphasising element like language training, local networking opportunities, inclusive culture for international hires.
   Investing in this narrative helps you attract people who might otherwise favour roles in more established hubs.

Build a hybrid local-grow and global-acquire strategy

In the longer-term, med-tech firms that rely solely on relocation will face headwinds (cost, integration risk, candidate scarcity). A balanced approach is therefore advisable:

• Local-grow: invest in local talent development, partnering with universities, apprenticeships or internal upskilling for regulatory, quality, manufacturing, clinical-trial roles. This reduces the purely relocation-dependent burden and supports retention into the future. For instance, research by McKinsey & Company indicates that as Europe’s workforce supply shrinks and job-geography becomes more concentrated, firms must proactively anticipate skills mismatches rather than assume local availability. McKinsey & Company+1
• Global-acquire: when specialised functions (e.g., regulatory leads, advanced manufacturing, product lifecycle leadership) are scarce locally—then executing an international hiring strategy makes sense — but do so with full front-loaded planning (as per the relocation discussion above).
   The interplay of these two enables firms to maintain momentum (via global hires) while building a robust anchor (via local talent).

Final Thoughts

For European-based medical‐device firms, the tight labour market, rapid technology evolution and regulatory demands make talent strategy a critical differentiator. If you are facing acute local gaps and relocation seems your only option — think of it not as a stop-gap, but as part of an integrated talent-strategy: widen your search, treat relocation as strategic, sharpen your offer, and build a hybrid model of local-grow alongside global-acquire.

If you’d like to discuss how to apply these ideas to your specific hiring pipeline or talent-acquisition roadmap — feel free to reach out. I specialise in helping med-tech firms across Europe build resilient talent strategies, beyond just filling the role.