In Part 1, we explored how the volume AI-enabled talent is skyrocketing, reflected on automation’s impact on early careers and how ‘FOBO’ is shifting from an internalised fear to a C-Suite encompassing concern.

 

Now, we turn to the final two trends to complete the story. In this article, we’ll explore how the Life Sciences sector is poised for explosive growth in the year ahead – and why it’s critically important that organisations work hard to re-establish trust in the AI era.

 

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Please note before you read on: The information and opinions contained in this article have been prepared by Hays for general information purposes only. The information does not constitute advice and should not be relied on or treated as advice. It is important to obtain your own independent advice and form your own judgments and opinions.

 

 

Summary: The Life Sciences sector is entering a phase of ‘explosive growth’, driven by historic capital inflow and a global demand for smarter healthcare solutions.

 

 

• Denmark, Sweden, Malaysia, Spain and Belgium are forecast to have the highest annual compound growth.
• AI is accelerating progress, shortening clinical trial timelines and supporting scientific breakthroughs.
• Less than 15% of talent within the sector is considered ‘AI-ready’.

 

 

From personalised treatments to adaptive clinical trials and regulatory modernisation, 2026 will see the Life Sciences sector enter a phase of explosive growth, driven by global demand for smarter, faster healthcare solutions.

 

Historic capital inflow over the last five years have laid the groundwork. Now, momentum is building.

 

The Hays Global Talent Tracker shows Life Sciences leading sector growth worldwide, with Denmark forecast to grow at a 22.8% compound annual rate, the highest of any sector included in our study. Sweden (15.4%), Malaysia (9.4%), Spain (9.1%) and Belgium (8.9%) complete the top five.

 

For James Nyssen, Global Head of Life Sciences at Hays, this is hardly surprising, given the speed at which new technologies enable us to accelerate:

 

“In the last year, we’ve seen quantum leaps. AI is now identifying new compounds and accelerating them into clinical trials in less than two years. This shift - from process improvement to scientific breakthroughs - is a game-changer. It’s knocking days off delivery timelines. And in this industry, 24 hours can equate to millions in savings.”

 

But with growth comes complexity. And the sector’s biggest challenge? Skills.

 

Demand is rising for talent that blends scientific expertise with digital fluency, “particularly in applying AI and data analytics to clinical research and regulatory compliance.” Yet, with less than 15% of current talent considered ‘AI-ready’, the sector risks stalling just as it’s getting started.

 

Our recent report with Everest Group shows that 63% of global enterprises view skills gaps as the “biggest barrier” to organisational transformation. 2026 will reward those who move early.

 

 

• New talent strategies for new talent challenges: Keeping pace with innovation demands both scale and agility. Contract workers will offer instantly deployable expertise; while outsourcing and offshoring will offer access to global skillsets.
• Specialist skills must be built, not just bought: Niche specialisms require targeted training. Hire-train-deploy models enable organisations to build and deploy talent for custom requirements.

Summary: Fake and fraudulent workers are a growing threat, fuelled by AI.

 

 

• LinkedIn has removed nearly 400 million fake profiles in under five years.
• Technology is raising the stakes, enabling more sophisticated activities such as deep fakes, falsified documents and fabricated personas.

 

 

While AI is unlocking new opportunities, it’s also fuelling some of the most pressing challenges for the year ahead. Nowhere is this more evident – or urgent – than in our final trend: the rise of fake and fraudulent workers.

 

Recent advisories from bodies such as the UK’s Office of Financial Sanctions Implementation (OFSI) have emphasised the complexity of these activities. According to the OFSI advice, fraudulent workers - often operating as part of international networks - use false identities and sophisticated digital tools to secure remote roles globally. Virtual Private Networks (VPNs), proxies and alternative payment methods are used to mask their true identities and locations, making detection increasingly difficult.

 

Scott Cameron, Global Head of Service Delivery, Enterprise Solutions at Hays, describes the pressures driving this phenomenon:

 

“The COVID-19 pandemic accelerated a shift in hiring practices. Online verification, virtual onboarding and fully remote work were adopted at speed to maintain continuity and have since become embedded as hallmarks of workforce flexibility. But these well-intentioned changes have inadvertently opened new avenues for deception.

 

At the same time, organisations facing resource constraints often view compliance as an area ripe for efficiency gains. However, compressing due diligence in this way can create significant vulnerabilities.

 

It’s the perfect storm. Fake and fraudulent workers can take advantage of high volumes of applications, partly automated screening processes, under-resourced teams, disconnected processes and exposed systems. They can hide in plain sight and amongst a wall of noise, making detection increasingly difficult.”

 

Pace, complexity and uncertainty keep organisations on the back foot. Unfortunately, there is no ‘silver bullet’. Robust, practical and varied safeguards that span people, processes and technology may mitigate some risks.

 

But those intent on committing fraud are constantly evolving, designing ever more sophisticated methods to stay a step ahead - not only of organisations, but of the security infrastructures and agencies of international and national bodies.

 

The question isn't whether this challenge will persist over the next 12 months, but how future iterations will test the resilience of hiring models. Fake and fraudulent workers stand as one of the most urgent realities shaping the future of work.

 

From the explosive demand for AI-adjacent talent, to the urgent need to re-establish trust and enhance security in an era of sophisticated fraud, to the reinvention of early careers and the rise of FOBO, technology is no longer just a catalyst – it's the context for every decision you make.

 

As we look ahead, one thing is certain: the pace of change will only accelerate. The organisations that thrive in 2026 are those that move first, adapt fastest and lead with confidence.