ILPC 2026

The UK electorate’s decision to leave the EU has created political, economic and social uncertainty for EU citizens residing in the UK. There is also significant uncertainty for employers who employ EU citizens. Within this context, it is worthwhile analysing the extent to which EU migrant workers are developing their mobility power to exit the UK (Smith, 2006). The strategies and tactics migrants employ to cope with potential alterations to their status are also of interest. Alberti (2014: 874) shows that migrant workers’ ability to build and develop mobility opportunities is influenced by their ‘migratory and employment status, their age, ‘race’, gender, educational background and the possibility of relying on local and transnational support networks’. Furthermore, Katz’s (2004) resilience, reworking and resistance framework highlights different levels of mobility: from ‘getting by’, to navigating and reworking the labour market, and acts of reworking and resistance to challenge existing power relations (Berntsen, 2016). Therefore, it is vital to explore these issues in greater depth within the context of the UK’s exit from the EU. Another critical issue to analyse is the human resource strategies and tactics utilised by employers during this period of uncertainty. Mobility power, for employers, is comprised of strategies ‘over labour movement and retention, selection, reward and career development’ (Smith, 2006: 391). This paper presents the findings from the initial data collection of a longitudinal project. Semi-structured interviews were conducted with EU workers and employers. The results show that EU workers utilised a wide range of resilience and reworking tactics and strategies in order to cope with the current period of uncertainty. The ability to strategize and develop mobility tactics were dependent upon a complex interplay of personal and professional issues, such as family circumstances, time spent residing in the UK, English language skills, education and skill level. Employers also demonstrated differences in their willingness and ability to develop mobility tactics and strategies during the current period of negotiations. While some employers focused solely upon short-term priorities, others were in the process of developing strategies to cope with potential reductions in EU workers and future alterations to labour supply.