A client recently asked us a straightforward question: how do we persuade experienced infrastructure leaders to move to our country to deliver our projects?

Talent availability is a question that governments should be considering from the off-set, right alongside how the programme will be funded and procured.

Ambitious infrastructure plans need people who know how to deliver them.

A competitive salary will help get their attention. Securing their commitment takes considerably more.

Looking beyond the headline package

For most international candidates, the financial calculation goes beyond the headline package.

• What will they take home after tax?
• What will housing and other essentials cost?
• How much will they spend on travelling home periodically?

A substantial pay rise can look less compelling once the costs of relocating a family or maintaining two homes become clear.

Employers need to understand that calculation and offer practical support. Clear information on accommodation, schooling and relocation can be more pressing than a salary figure alone.

Somewhere people want to live

Then there is the question of whether people actually want to live there.

Safety, culture, things to do, a good lifestyle and a welcoming international community can all influence the decision. Likewise - transport connections. How easily can someone visit family, or get home if a parent becomes unwell?

There is no single ideal location. One candidate wants a busy, multicultural city; another wants space, scenery and outdoor living. For those with children, the availability of suitable international schools may determine whether a move is possible at all. Understanding the individual matters as much as promoting the country.

Confidence that they can deliver

But even when the finances and lifestyle work, there is another question: will I actually be able to achieve something?

Experienced leaders will look closely at funding, political support and planning approvals.

• Does the programme have a credible route to delivery?
• Can the government or sponsor afford it?
• Does it have planning consent and political backing?

Nobody wants to uproot their family to deliver a major programme, then spend six years waiting for permission to get started.

The reputation of the government and delivery organisation matters here.

• Do decisions happen when promised?
• Is there clear communication on progress to the market?
• Are risks addressed early, or does every deadline bring another unexpected change?

Candidates will speak to people who have worked in that market and may be on that specific programme. If the consistent feedback is that nothing ever gets into delivery, it becomes much harder to persuade them that this opportunity will be different.

Governments need to demonstrate progress, explain uncertainties honestly and show that their leaders will have the autonomy and resources to deliver.

Work worth moving for

The work itself must also be worth moving for.

An unusual engineering challenge, a first-of-its-kind programme or the opportunity to transform a country’s transport or energy infrastructure can be a powerful draw.

For nationals working overseas, the opportunity to return home and contribute something lasting to their home nation can carry particular weight.

A future beyond the initial role

Finally, candidates will look beyond the initial role.

Is there a credible pipeline of investment, or just one flagship project? What happens when it finishes or if turns out to be the wrong fit?

A wider market of opportunities on other major projects makes relocation less risky, particularly for someone moving with a partner whose career also needs consideration.

Governments cannot change every aspect of their country’s appeal. They can offer a credible programme, a well-supported move and an honest account of what candidates can expect.

The strongest proposition combines a good life with worthwhile work - and convincing evidence that the project will get built.

If you are planning an international search for infrastructure leaders, let’s get a time in to discuss what your target candidates are likely to need before making the move.