At first glance, France remains one of Europe’s most attractive destinations for international talent. Its economy is diversified, its innovation ecosystem dynamic, and its need for skilled and semi-skilled workers increasingly visible across sectors. Yet for HR leaders and Global Mobility professionals, managing immigration in France today often feels less like a linear administrative process and more like a long-distance exercise in anticipation, adaptability and risk management.

As 2026 approaches, French immigration policy sits at the crossroads of several powerful forces: persistent labour shortages, demographic ageing, political pressure, and a regulatory framework that is becoming simultaneously more digital, more demanding, and less predictable. Understanding these dynamics is no longer optional—it is a strategic necessity for any organisation relying on international talent.

Immigration in France: the numbers behind the debate

Behind political discourse and media narratives, the data tells a more nuanced story. In 2024, France counted 7.7 million immigrants, representing more than 11% of the total population. Roughly one third have already acquired French nationality, illustrating a long-term integration dynamic rather than short-term migration alone.

From an employment perspective, immigration plays a central role. In 2024, more than 870,000 residence permits were renewed, with growth primarily driven by economic and student permits. At the same time, over 51,000 economic visas were issued to employees, researchers and entrepreneurs—clear evidence that France continues to rely on international professionals to support its economy.

For HR departments, these figures confirm a reality already visible on the ground: immigration is no longer a marginal topic managed on a case-by-case basis. It has become a structural component of workforce planning.

A labour market under structural pressure

France faces a growing mismatch between labour supply and demand. Sectors such as healthcare, construction, hospitality, agriculture, engineering, IT and cybersecurity continue to experience significant recruitment difficulties. Salary inflation, competition between employers and growing expectations from younger generations further complicate the picture.

International recruitment has therefore become a necessity rather than a strategic option. Yet hiring abroad introduces constraints that many organisations still underestimate: complex legal statuses, evolving eligibility criteria, administrative delays, and limited visibility on timelines. For HR and mobility teams, the challenge lies in reconciling business urgency with administrative realities that rarely align with operational needs.

A fragmented immigration system: digital, yet uneven

In practice, applications relating to foreign employees are processed through three main channels:

• the ANEF platform (Administration Numérique des Étrangers en France),
• the Démarches Numériques platform; and
• direct submissions to local Préfectures.

While digitalisation was intended to simplify and harmonise procedures, the lived experience remains fragmented.

ANEF: Centralised, but unstable

ANEF now covers a wide range of residence and work-related applications, from Talent Passports to work authorisations. However, users frequently encounter technical bugs, inconsistent document requests depending on the Préfecture, and highly variable processing times.

These difficulties have very concrete consequences: delayed start dates, interruptions in right-to-work documentation, payroll complications and heightened compliance risk. For employees, uncertainty around legal status often translates into stress and restrictions on mobility.

Démarches Numériques: becoming the norm, not always the easiest

Démarches Numériques is increasingly imposed as the primary channel for certain procedures, including the issuance or collection of residence permits in some departments. While the platform aims to standardise processes, it often introduces complex user journeys, uneven timelines—from a few days to several months—and limited access to direct communication with authorities.

For HR teams managing large or geographically dispersed populations, this variability makes planning particularly challenging.

Préfectures: local practice still shapes outcomes

Direct filing at the Préfecture remains unavoidable in many cases. Success often depends on anticipation, complete documentation, proactive follow-up and, where possible, interpersonal relationships.

Even then, experiences differ widely between regions—and sometimes between a Préfecture and its sub-Préfectures. This territorial inconsistency reinforces the need for tailored approaches rather than standardised, one-size-fits-all processes.

Litigation on the rise: a symptom of systemic tension

One of the clearest indicators of strain within the system is the rise in immigration-related litigation. Administrative courts are increasingly asked to intervene in cases involving refused work authorisations, residence permit renewals denied for reasons unrelated to the employee, or applications left unresolved for months.

While case law shows a growing willingness to sanction disproportionate administrative decisions, litigation itself has become slower. Non-urgent cases can take 18 to 24 months, and emergency procedures are increasingly difficult to obtain. For employers, litigation is rarely desirable, but its rise highlights a broader reality: immigration has become a legal and operational risk area that must be actively managed.

Mobility under scrutiny: EES and ETIAS

Beyond residence permits, international travel itself is entering a new regulatory phase.

The Exit-Entry System (EES), progressively rolled out from late 2026, will introduce biometric recording of entries and exits for non-EU nationals travelling short-term in the Schengen Area. While its purpose is enhanced border control, it raises practical concerns for employees travelling during sensitive periods—particularly between the expiration of a long-stay visa and the issuance of a residence permit.

Closely linked, ETIAS, expected by the end of 2026, will require visa-exempt travellers to obtain electronic travel authorisation before entering Schengen. Though relatively simple and inexpensive, ETIAS adds another compliance layer that mobility teams will need to integrate into travel policies and employee communication.

2026: A turning point for integration, language and civic requirements

Beyond procedural complexity, 2026 marks a deeper transformation of French immigration policy—one that places integration, language proficiency and civic knowledge at the centre of long-term residence and nationality pathways. Notably, French authorities are introducing a Mandatory Civic Examination starting from January 2026. Applicants for the following will be required to pass a mandatory civic examination:

• French nationality applicants
• individuals applying for the 10-year permanent residence card; and
• the multi-year residence permit (with limited exceptions, notably for certain talent categories).

This test consists of 40 questions covering French history, republican values, national culture and institutional functioning. A minimum score of 80% correct answers is required, signaling a clear policy choice: civic integration is no longer symbolic, but measurable.

Language proficiency thresholds will also increase, creating a clearer, but steeper progression path:

• B1 level will be required for the 10-year permanent residence card (instead of A2)
• B2 level will become mandatory for naturalisation
• A2 level will remain sufficient for the renewal of a multi-year residence permit.

These measures reflect a shift in philosophy: long-term stability in France is increasingly conditional on demonstrated integration, not solely on length of stay or employment continuity.

Although these requirements formally apply to individuals, their impact extends directly to employers. Some of the added considerations employers will face are:

• longer and less predictable immigration pathways
• increased demand for language training
• higher risk of renewal bottlenecks; and
• potentially more litigation linked to integration criteria.

Immigration timelines will now depend not only on administrative processing, but also on an employee’s preparedness to meet linguistic and civic expectations.

What HR and mobility leaders should do now

In this evolving environment, immigration can no longer be treated as a back-office administrative task. It is a strategic HR lever intersecting recruitment, retention, compliance and employer brand.

Forward-looking organisations should:

• anticipate immigration timelines well ahead of hiring decisions,
• align compensation structures with updated eligibility thresholds,
• integrate language training into learning and development strategies,
• manage international travel risks proactively, and
• rely on specialised expertise to navigate local practices and regulatory uncertainty.

Conclusion: Immigration as a strategic imperative

As France moves into 2026, it faces a delicate balancing act: responding to labour shortages, maintaining social cohesion and preserving international attractiveness. Immigration policy sits at the heart of this equation.

For employers, the message is clear. International talent remains essential, but accessing and retaining it requires preparation, anticipation and strategic vision. Those who understand not only the rules, but also the realities of the system, will be best positioned to secure talent and remain competitive in an increasingly demanding environment.

Clarisse Delaitre is a Global Mobility and Immigration professional specialising in French immigration, workforce mobility, and cross-border HR strategy. She advises international companies, HR leaders and mobility teams on navigating France’s complex and evolving immigration framework, with a particular focus on employment-based residence permits, compliance risk, and long-term talent retention.