By Anne Rossier-Renaud and Olivier Meier, Mercer
Introduction
As we look ahead to 2025, the landscape of talent mobility is poised for significant transformation, driven by shifting workforce expectations, technological advancements and evolving economic conditions. This article, based on the recent Talent Mobility 2025 Outlook Spot Survey, examines the key trends, challenges and opportunities that mobility professionals need to navigate as they try assessing the role of their functions.
We will explore anticipated changes in mobility activity, including the likely increases in various forms of international moves, and highlight priorities for mobility functions. We will also address the challenges that many mobility teams face and the implications for their strategic roles within organizations.
Expected trends in activity and international moves
A majority of mobility professionals expect stable or increasing global mobility activity in 2025. A third of respondents anticipate an increase, while another half expect overall mobility activity to remain stable. This optimism is crucial, especially as companies navigate economic uncertainties and geopolitical factors, demonstrating a strong commitment from mobility teams to contribute to global talent acquisition and retention strategies.
This trend mirrors the expected increase or stability of most types of international moves including short-term moves, business travel, permanent moves, international local hires and international remote workers. Short-term assignments are the most likely to grow with 34% of the full sample, including the ones who do not recognize some of the assignment types or the ones who don’t know how they evolved, forecasting an increase. Only 18% expect an increase in the number of international long-term assignments. However, predictions of the demise of the traditional expatriate is still not materializing as 53% of respondents anticipate stable numbers and only 16% a decrease.
Figure 1. How do you expect the number of the following types of assignments/internationally mobile employee profiles to evolve in 2025?
A time to rethink policies?
The survey indicates that global mobility functions are set for a transformative period as companies realign their strategies to meet new challenges. Among the top priorities identified by participants, reviewing mobility policies emerged as paramount, with a significant percentage of organizations (67%) mentioning it as a high or a medium priority. This reflects a growing recognition that existing frameworks may no longer suffice in the face of evolving work models.
The traditional mobility policies that once governed international assignments are increasingly being challenged by the rise of remote work, flexible arrangements and various forms of cross-border and commuter arrangements. Organizations must take a proactive stance in reviewing and revising their mobility policies to ensure they are aligned with current workforce expectations and new market realities. This includes considering factors such as the purpose of assignments, the duration of stays and the specific needs of diverse employee groups. Policies cannot be reviewed in isolation. The review exercise is also about ensuring consistency and a common logic across the different policies.
A renewed focus on cost reduction and productivity
Cost reduction is another critical focus for organizations, as more than two-thirds of participants indicated it as a medium to high priority for 2025. Companies are under increasing pressure to optimize expenses while maintaining competitiveness in attracting and retaining global talent.
The issue is less about pure cost-cutting and more about finding innovative ways to do more with the same budget and without increasing HR headcounts. Companies are exploring various strategies, such as leveraging technology to streamline processes and enhance mobile employee experience to reduce turnover, as well as implementing data-driven decision-making to optimize resource allocation.
Work in progress: The link of talent management and the implementation of technology
Coordinating mobility and talent management has been a topic of discussion for some time, and while progress is being made, many teams still struggle to effectively integrate these critical functions. Sixty-five percent of respondents consider this issue as a medium or high priority.
Despite recognition of their strategic importance, mobility teams often find themselves trailing behind other HR functions in adopting advanced technologies, including artificial intelligence. This lag can be attributed to a combination of limited resources, insufficient influence within organizations and the compartmentalization of HR functions that often inhibits collaboration and innovation. Fifty-two percent of companies consider that improving their mobility technologies is a medium or high priority.
Enhancing the international assignee experience
Enhancing the international assignee experience remains an important goal for mobility teams. Respondents highlighted the importance of better communication practices and the adoption of advanced technology solutions to streamline relocation processes.
Some 65% of participants stressed the need to connect current assignments with greater career development opportunities and 64% called for improved internal coordination among stakeholders involved in mobility.
This is an illustration of the limits of employee experience actions focused only on a few benefits or items in the policy. Minor changes in the packages can deliver marginal improvements in satisfaction but looking at the broader picture, the interaction between stakeholders, and the impact of assignments on career is essential to deliver a lasting change to employee experience.
The increasing maturity of international remote working
While close to a quarter report that the importance of international remote working (IRW) is stabilizing in their organization, the topic is growing in importance for a third and even a burning topic for 10%. Thirty percent expect no change in the numbers of IRW in 2025, another 30% expect a small increase in numbers and 6% a significant increase.
The survey found that a staggering 96% of respondents do not have any metrics to track the success of international remote working, this presents an opportunity for organizations to establish clear benchmarks. Furthermore, among those who do, the metrics primarily include the number of days requested and employee sentiment surveys, indicating a lack of comprehensive tracking methods.
This lack of tracking does not only reflect a lack of adequate tools, it also underscores the need for improved policies and practices to assess employee satisfaction and the overall impact of IRW on business operations.
A resourcing challenge for global mobility
One significant concern raised by survey respondents is the perceived lack of adequate resources to support global mobility initiatives. Half of the participants reported that their global mobility functions are under-resourced, whether in terms of lack of tools and technology (66%), insufficient headcount (65%) or lack of expertise (41%).
This poses a significant challenge as mobility teams strive to adapt their practices and reposition themselves as internal consultant for the business and expand their purview to new forms of mobility. Many mobility teams struggle to play a more strategic role not just because HR teams tend to operate in silos but also because they don’t have the time and resources to focus on more strategic tasks.
Mobility at a crossroad?
As we enter 2025, mobility teams are poised for significant transformation. Not only do mobility professionals expect a steady or even increased flow of international moves, but they also need to revise mobility policies, address resource gaps and continue to enhance employee experiences. Major themes such as the adoption of AI and the relationship with other HR teams will continue to keep teams busy and will force them to reassess their role and purview.
See more highlights from the 2025 Outlook and International Remote Working Spot Survey.