Disclaimer: The views and opinions expressed in this article are solely those of the author and do not necessarily reflect the official policy or position of WERC.
Global mobility sits at a crossroads. Some organizations are scaling back relocations to save costs, while others are expanding programs to develop talent and transfer knowledge. Insights from a recent Sirva workshop with 20 global mobility leaders suggest the reality isn’t simple growth or decline—it’s a fundamental reshaping of how companies view mobility.
The idea that mobility would naturally expand as economies globalized and digital tools advanced has been around for years. But today’s leaders see a more complex picture. Rather than simply growing or shrinking, mobility is evolving—shifting from a traditional focus on relocation volume to new models that balance cost, compliance, and talent strategy.
Current State of Global Mobility Programs
The role of mobility is evolving in companies, with:
- Increased demand for local hires and a focus on reducing costs.
- Mobility being used strategically for knowledge sharing and collaboration, with compliance as a key focus.
- New programs being created to support business needs.
Mobility is generally viewed as a talent enabler by CEOs and chief human resources officers (CHROs), with several organizations affirming its role in development and critical skill growth. However, there are concerns about managing costs and inconsistent implementation. Some organizations are not closely connected to talent management, and in a few cases, mobility is not recognized as critical to talent growth by the CHRO.
Business partners leverage mobility as a talent enabler in various ways, including global support, personal development, and technology transfer. However, some organizations struggle with alignment to talent, viewing mobility as operational rather than strategic. Unfortunately, the skills and capabilities being learned on assignment are generally not tracked across organizations. Some companies are starting to define ROI and discuss skills, while others have plans to track them through human resources information systems in the future. Business acumen, execution, and outcomes are typically learned, but individual successes are not always tracked.
The alignment between the talent and global mobility functions varies across organizations. Some companies have close alignment through programs like succession planning and quarterly reviews, while others are not as closely aligned, with mobility perceived as more of an operational, rather than strategic, function. Businesses are using mobility differently, resulting in fewer moves than have historically been implemented. Many organizations are focusing on virtual cross-border working setups, local hires, and hybrid versions like short-term assignments and project work. Overall, it’s a mixed bag; some companies are experiencing growth in mobility programs, while others are reducing relocations due to cost pressures and restructuring.
Macro Impacts Shaping and Influencing Global Mobility Strategy
The pivot from traditional HR to global workforce management is slow, with no significant changes yet in most cases. HR is becoming more centralized, focusing on project-based and talent-sharing approaches, with a need to move toward individualized mobility programs to balance flexibility and rigidity in policies. Many organizations are undergoing significant business transformations, including global expansions, organizational restructurings, and a focus on optimization and cost management. Companies that are experiencing sizeable reorganizations and employee integrations are focused on retaining key talent during downturns and managing costs efficiently.
The growing role of technology in driving productivity is evident, with a focus on AI. Companies are investing in the right tech skill sets in the right countries and seeking to optimize work processes. AI is seen as a tool to reduce burnout by handling mundane tasks, but there are challenges in adoption and skill development.
The global labor shortage is affecting companies in various ways. Some organizations are experiencing challenges in remote locations within the U.S. and are facing immigration issues. Engineers and other technical specialists are retiring, leading to recruiting challenges, which means assignees can try to negotiate better terms. Conversely, some companies are moving toward nationalization, with existing employees taking on larger responsibilities as their business matures.
The importance of upskilling and reskilling is being emphasized, with a focus on:
- Talent flow through project sprints
- Navigating AI to enhance productivity
- Leveraging skills across markets
- Moving jobs to hub locations
The global mobility function is undergoing significant changes, becoming the center for supporting employees away from their home workplace. The focus is on meeting the demands of a 24/7 workforce at a lower cost, while improving the employee experience. The global mobility function is shrinking, with ongoing optimization efforts, headcount pressures to automate, and a need for streamlined data across programs.
Future of Global Mobility Programs
To ensure mobility is an enabler for future company growth, it's essential to align with talent needs, maintain flexible policies, and support dynamic resource flow. Global mobility should act as a consultant to the business, improve data usage, and strengthen connections with talent management. It’s crucial to focus on the assignment’s purpose, goals, and succession planning, while offering consistent, yet flexible, solutions. Staying on top of business trends and partnering closely with HRBPs will also help in managing the ROI of expatriate assignments and seizing new opportunities.
The main challenges faced by companies today include:
- Balancing cost expectations with current benefits offerings
- Improving visibility and tracking of costs
- Managing costs, flexibility, and creativity
- Addressing issues with global consistency
- Understanding of the value of global mobility in talent sharing
- Avoiding exceptions with support needed from top management
Additionally, there is a desire for better data accessibility and management following total rewards governance.
How Can You Ensure Future Mobility Success?
Organizations need to build strategic partnerships with their key supplier partners by optimizing the mobility ecosystem for efficiencies and improved employee experience, streamlining processes and data, using AI for personalization, and connecting with suppliers for enhanced planning. Global mobility leaders need strategic partners who can provide a wide range of resources, including:
- Data insights and cost reporting to quantify ROI
- Strategic thinking via overviews, articles, peer roundtable discussions, and benchmarking support
- Intelligent business solutions
- Better visibility on choices
- Human-centered CXO Consultants
There are also opportunities to expand the global mobility remit, but it requires:
- Reducing the complexity of international tax
- Using global talent enablement as a potential area for global mobility leadership
- Implementing automation and AI to handle additional volumes without increasing headcount
- Taking advantage of the opportunities provided by global travel and remote work, while managing workloads without corresponding headcount increases
The Role of Technology
Technology will support the role of global mobility by providing faster, smarter, and better solutions. It will enable personalized, seamless integration with other mobility programs and self-service support. A single portal for immigration, tax, relocation, and assignment management will reduce human error. AI and data analytics will enhance consulting, operations, and ROI discussions, allowing fewer people to do more. Technology will provide better service with fewer resources, improve data flow, and yield deeper insights into mobility trends.
The Demand for Autonomy
An article by Stefan Remhof, “In The New Shape of Global Mobility: From Corporate Mandate to Individual Choice,” examines the modern workforce, especially for younger generations. The article explores the importance of values, personalization, and flexibility above standardized, rigid traditional packages and cites that a one-size-fits-all mobility policy feels increasingly outdated. The pivot is toward personalization and choice, with companies moving from rigid solutions to a flexible framework and budget. The modern global mobility program might offer lump-sum allowances for relocation costs, giving employees control over how the money is spent, and a flexible budget or “mobility wallet.” The relocating employee is empowered instead to allocate money toward housing, transportation, or other costs as they see fit. This approach is gaining traction as mobility benefits are seen as a contribution toward hyper-personalization or lifestyle choices.
The Hybrid Mobility Model
The end game for global mobility is not necessarily an individual model, but a hybrid one. Corporate-sponsored mobility will continue to be essential for specific business compliance needs for all global and domestic relocating employees. Mobility success outcomes will need to incorporate business requirements, strategic talent drivers, and individual employee preferences, as well as the widening remit of the mobility program.
The new hybrid model will offer creative solutions for the business to achieve a global mobile workforce approach. This will include, but not be limited to, business travelers, self-elected moves, remote work, cross-border movements, intra-country moves (e.g., domestic moves outside of the U.S. and Canada), project workers, rotational, and gig workers. Mobile movements away from an employee’s permanent home for periods of time will require compliance tracking and reporting, supported employee choice, flexibility, and autonomy of individual mobility budgets for daily life. Companies that embrace this model and invest in the right digital platforms to deliver personalized human experiences will make the shift and have a seat at the elusive table of both the business and talent.
Reinvention of Global Mobility
The landscape of global mobility is undergoing a significant transformation. While the traditional model of corporate-managed mobility is evolving, it is not disappearing. Instead, it is being reinvented to meet the changing needs of both businesses and employees. The shift toward a hybrid model that balances corporate needs with individual choices is essential for the future of global mobility programs. The RES Forum’s article, “A Decline in People’s Mobility,” highlights that for global mobility to serve as a strategic enabler for businesses, mobility leaders must leverage technology, address the challenges posed by dual-career couples, and consider the impacts of inherited wealth, nationalistic shifts, and economic stability.
To effectively manage challenges such as cost pressures, continuous technological advancements, and proactive responses to organizational changes and strategies, global mobility programs need to leverage their strategic partnerships with their relocation management companies (RMCs).
The transition from a corporate mandate to individual choice is not without its hurdles, but with the right approach, organizations can successfully navigate this shift. By aligning with talent needs, maintaining personalized and flexible policies, and supporting dynamic resource flow, the global mobility function can continue to be a strategic enabler for company growth and talent development.