Talent strategies are becoming central to investment and place development

Attracting and retaining talent is becoming a defining factor in how cities and regions compete for investment, with implications for real estate development, infrastructure planning and economic growth.

A new report from City Nation Place, titled Place-led approaches to successful talent attraction and retention, highlights a shift away from traditional recruitment-focused strategies towards broader, place-based approaches centred on livability, affordability and long-term integration.

The findings suggest that talent is no longer choosing locations based solely on jobs, but on the ability to build a stable life — placing housing availability, cost of living and access to services at the core of competitiveness.

For developers and investors, this has direct implications. Housing supply, mixed-use developments and social infrastructure are emerging as critical components of investment attraction strategies, rather than secondary considerations.

The report also highlights a growing disconnect between how places present themselves and how talent evaluates opportunities. While many locations promote sectors and clusters, individuals tend to search by specific roles and career pathways, underscoring the need for clearer visibility of job opportunities and employer demand.

Retention is becoming as important as attraction. Nearly half of mobile professionals are considering relocating again, with barriers often linked to housing shortages, administrative complexity and limited social integration.

This is pushing cities and regions to rethink place-making strategies, with greater emphasis on community-building, accessible services and seamless relocation experiences. Support systems — from healthcare access to social networks — are increasingly viewed as part of the economic development toolkit.

At the same time, demographic pressures are intensifying competition for talent globally, with projections pointing to a significant shortfall in the workforce over the coming decade.

However, attracting international talent remains politically sensitive in many markets, reinforcing the need for balanced strategies that combine local workforce development with targeted international recruitment.

The report concludes that successful regions will be those that move beyond promotion towards coordinated, data-driven approaches — aligning employers, education systems and place branding within a unified strategy.

For investors, the message is clear: talent availability is no longer a standalone factor, but a function of place. Locations that can demonstrate not just opportunity, but livability and long-term stability, are likely to hold a growing advantage in attracting both people and capital.