Prof. Benjamin Bader, co-founder MasteringGM®
Markus Kurth, Mercer
Olivier Meier, Mercer
This article is part of a series of initiatives to help mobility and HR professionals determine the return on investment (ROI) for their talent mobility practices. We also invite you to view the related webinar. For upcoming related events and to watch discussions on demand, visit global mobility webcasts.
The enduring challenge of measuring ROI for mobility
Olivier Meier: Over the past two decades, Mercer surveys have shown that a significant percentage of companies struggle to quantify the value of international mobility, with over 95% unable to measure ROI accurately (Mercer Worldwide International Assignments Policies and Practices surveys).
While this has been an ongoing problem, this issue is particularly relevant now. Many mobility teams are under-resourced — 51% report they are under-resourced in terms of headcount and technology (Mercer 2025 Talent Mobility Outlook) — and building effective business cases for new budgets is difficult without being able to quantify and demonstrate the value of mobility.
Furthermore, mobility increasingly encompasses new types of cross-border working and international remote working, but HR teams faces the same issues with these new practices. For example, two-thirds of companies now allow temporary international remote working (“workation”) and have policies to manage it; however, a staggering 96% of these companies lack metrics to measure the success of their new policies.
Historically, mobility teams have been trying to adopt a more strategic role, but this has proven elusive, partly because they do not sufficiently speak the language of finance, which focuses on measuring the ROI of business activities.
Have you noticed similar trends in your research or interactions with organizations?
Prof. Benjamin Bader: Absolutely. This challenge is one I have observed consistently over the years, both in my research and in my direct work with organizations. In fact, I published academic studies on the difficulty of measuring ROI in global mobility as early as 2016 and 2018, and what is striking is that the landscape has not meaningfully changed since then. The same patterns persist today. Whenever I speak with GM (global mobility) professionals, I hear the same frustrations and barriers coming up repeatedly.
The underlying reasons for this stagnation remain largely unchanged. First, there is still a dominant cost-centric mindset in many organizations. The success of mobility programs is too often viewed through the narrow lens of expenses, rather than considering the broader value these assignments can create both for the employee’s development and the company’s strategic goals.
Second, while companies have more data than ever before, they often fail to truly harness it. So it is not that the data is missing per se. Rather, the data is not collected and fully exploited. Evidence-based HR practices, where meaningful metrics exist and data guides decisions, are still not standard practice in many GM teams. As a result, mobility decisions often rely more on gut feelings or past routines than on robust evidence.
Finally, there is also a capability gap. Many global mobility professionals acknowledge that they lack the time and sometimes the analytical skills needed to work through data effectively and draw meaningful ROI conclusions. Given the operational demands placed on GM teams, building business cases or calculating long-term returns can often feel like a luxury they simply cannot afford.
At MasteringGM®, we see this every day through our work with professionals and teams. It is also one of the core drivers behind the Value dimension in our WAVE framework, by the way. Value in GM is not just about cost efficiency, it is about ensuring that mobility delivers a strategic impact and is recognized for doing so. Ultimately, Mercer’s findings align perfectly with what we see as well. The challenge is not that companies are unaware of the problem, it is that they are stuck in a cycle of cost fixation, underused data, and stretched resources. Changing that narrative is one of the biggest opportunities for the future of global mobility.
Barriers to assessing ROI
Olivier Meier: Mobility professionals indeed frequently cite a lack of time and resources as obstacles to start measuring ROI. During our recent webinar, it was one of the most common answers, along with the difficulty in quantifying the value of mobility, and, to a lesser extent, the lack of input from the business and access to relevant data.
In your opinion, what are the primary barriers preventing organizations from effectively assessing the return on investment of their mobility programs?
Prof. Benjamin Bader: That is a very good question, and it is something I have thought about a lot, both in my research and in my regular conversations with global mobility professionals.
Ironically, the often-cited “lack of time and resources” is, in many ways, a classic catch-22 situation. By investing the effort to measure ROI and prove the value of global mobility, you ultimately stand to gain more resources and buy yourself more time. Demonstrating the business impact can unlock additional support from leadership, making it easier to get the capacity and funding that teams so often say they lack. Yet, I consistently hear from professionals that they do not have the time or resources to begin this process. That, to me, is always a little puzzling, because focusing on ROI could actually be the solution to the very problem they are describing.
That said, the lack of time and resources is still perceived as a key barrier by many. Beyond that, I would highlight several additional challenges — in no particular order — that hold organizations back from assessing ROI effectively that is the result from some recent research we have done.
Lack of clear metrics
While cost data is usually readily available (you always get your invoice!), defining and quantifying the value side is much harder. Companies often struggle to identify the right metrics that reflect the impact of mobility on employee development, retention, business outcomes, or market growth. Without these, the “return” side of the equation remains vague.
Perfection paralysis
There is often a sense of resignation, an assumption that ROI can never be measured perfectly, so it is not worth trying. It is like if you decide that just because you will never be able to run a marathon in under 2.5 hours as a non-professional athlete, it is not worth practicing for a 5k run shooting for a finish in less than an hour. This mindset prevents progress. My advice is always: Do not aim for perfection from day one. Start somewhere, even with approximations. You will see quick wins, and you can refine your approach over time.
Short-term focus
ROI in mobility often requires a long-term perspective. International assignments typically span years, and their impact, whether on employee growth, market development, or leadership pipelines, often unfolds over an extended period. Many organizations are still driven by short-term financial cycles, which makes this long-term view difficult to adopt.
Data silos and system limitations
Mobility data is frequently scattered across different systems — costs with finance, performance data with HR, assignment details in yet another tool. Bringing this together requires effort and coordination, which can deter teams from even getting started.
Fear of unfavorable results
Some teams worry that measuring ROI may reveal underperformance or inefficiencies, which could place their programs under scrutiny. This fear can lead to inaction, even though understanding the gaps could ultimately help improve performance.
Skills gaps
Measuring ROI demands a blend of analytical, business and communication skills. Many mobility professionals excel operationally but may feel underprepared to collect and interpret data or craft a compelling business case.
Communication challenges
Even when value is being delivered, mobility teams sometimes struggle to translate their success into the language of the business, linking outcomes to talent retention, market expansion, or revenue growth in a way that resonates with senior stakeholders.
Taken together, these barriers paint a picture of a function that often feels stuck, aware of the need for ROI measurement but unsure how to overcome the first hurdles.
Benefits of measuring ROI
Olivier Meier: What are the tangible benefits that organizations can gain from developing a clearer understanding of the ROI associated with their mobility programs? How can this clarity impact decision-making and strategic planning?
Prof. Benjamin Bader: This really gets to the heart of why ROI matters so much in global mobility. In my experience, organizations that develop a clearer understanding of the ROI of their mobility programs unlock a range of tangible benefits that directly enhance both decision-making and their overall strategic positioning.
Stronger business case for mobility
When you can demonstrate how mobility drives talent retention, leadership development, or market expansion, securing buy-in from senior leadership becomes far easier. Mobility is no longer viewed as a cost burden or cost driver but as a strategic enabler.
Better resource allocation
Knowing which assignments deliver the most value allows organizations to invest more confidently in high-impact moves while reducing spending on assignments with lower returns. And overall it improves resource allocation to the global mobility function as a whole. It shifts mobility from a reactive support function to a proactive, value-driven partner.
Improved talent planning
ROI insights reveal which assignments help develop future leaders or increase employee retention. This allows HR and mobility teams to align more closely with talent development strategies and build assignment experiences that genuinely accelerate careers.
Enhanced cost control without compromise
Clear ROI visibility enables smarter cost management. We are moving away from simply about cutting costs. In fact, sometimes we may have to spend money in order to save money! So a sound understanding of ROI in GM is about ensuring every euro or dollar spent delivers value. You can confidently push back on across-the-board cost cuts, showing leadership what is at risk if strategic mobility investments are reduced.
Increased credibility for mobility teams
When GM professionals can articulate the financial and strategic impact of their work, they gain influence within the organization. They become trusted advisors rather than operational administrators.
Keys steps to measure ROI effectively
Markus Kurth: Many mobility professionals are looking for guidance on how to start the ROI measurement process. Here are some recommended steps to consider:
Define clear goals
The foundation of any successful ROI measurement begins with clearly defined goals. Organizations must articulate what they aim to achieve through their global mobility initiatives. Here are examples of important questions:
- What do I want to achieve? Identify specific outcomes, such as skills transfer, leadership development or achieving market expansion.
- What are the most relevant mobility investment clusters? Consider the various areas where investments will be made, such as the types of assignments, the processes of the mobility function and the different types of mobility programs and policies.
- For whom or what do I need the information? Determine the stakeholders who will benefit from the ROI analysis, including senior leadership, finance and operational teams.
- Which aspects do I want to highlight and measure? Decide on the focus areas, such as employee satisfaction, retention rates or skills improvements.
Identify appropriate metrics and criteria
Once goals are established, the next step is to identify suitable metrics and criteria for measuring success:
- What are suitable KPIs for meaningful results? Key Performance Indicators (KPIs) should align with the defined goals and provide insights into the effectiveness of mobility programs. Examples may include cost per assignment, time to fill positions and employee performance post-assignment.
- How can financial data inform decision-making? While financial data is crucial, it may not apply to all investment decisions. Consider qualitative metrics, such as employee engagement and cultural integration, to provide a holistic view of ROI.
Assess post-implementation success
Measuring ROI is an ongoing rather than a one-time exercise. After implementing mobility initiatives, it is important to assess whether the defined goals have been achieved. These could be questions to ask if goals are not met:
- Did I have the wrong focus? Re-evaluate whether the initial objectives were realistic and aligned with organizational needs.
- Did I use the wrong metrics or criteria? Ensure that the chosen KPIs accurately reflect the desired outcomes.
- Did I measure correctly? Review the methodologies used for data collection and analysis to confirm their validity.
- Do I have the right data sources? Assess whether the data collected is comprehensive and relevant to the goals set.
Measuring ROI is difficult without engaging multiple business stakeholders. Collaboration across departments can enhance data collection and provide diverse perspectives. This could mean for example, involving teams from finance, operations, and business units to gather comprehensive data that supports KPI implementation.
Leveraging ROI insights effectively
Finally, how can organizations use the insights gained from the ROI analysis? How can this inform future mobility strategies, enhance decision-making and drive continuous improvement?
Prof. Benjamin Bader: The first step is often the hardest, but it does not have to be. It is actually getting started! Stop procrastinating and just get into the doing, although it does not mean you need a perfect system from day one. Too often, organizations delay because they fear the process is too complex. But the reality is, even taking small steps towards understanding both costs and value can unlock critical insights and lead to better decisions down the line.
Begin by asking: What does success actually look like for our mobility program? Is it talent retention? Is it developing future leaders? Is it ensuring business continuity in key markets? Once you define what value means for your organization, you can begin aligning your data collection and evaluation efforts around that.
To take your first practical steps, I strongly encourage you to listen to the recording of our recent webinar and complete the free MasteringGM® ROI Readiness Score assessment. Together, they will give you the clarity and structure to launch your ROI journey with confidence.
Olivier Meier: Many organizations seek a one-size-fits-all formula for ROI, but measuring it can be nuanced and multifaceted. Establishing a single method for calculating ROI in mobility that provides sufficient clarity and objectivity can be difficult.
Prof. Benjamin Bader: This is an important point and one that often comes up in discussions about ROI. I can see why many people hope for a simple, one-size-fits-all formula that will neatly calculate the return on their global mobility programs. However, the reality is far more nuanced, and there are several reasons for this.
First, the purpose of mobility varies greatly across countries, industries, and organizations and even within the same organization. Some assignments are primarily developmental, designed to build leadership capabilities. Others are driven by business needs, filling critical skill gaps, expanding into new markets, or executing specific projects. Each of these objectives creates a different definition of “success,” and therefore, the way you measure ROI has to align with those specific goals.
Second, value is often intangible and realized over time. While costs are easy to capture, the return can be more complex. How do you quantify the leadership growth of an employee who later drives innovation? Or the impact of establishing a local presence in a new market? These outcomes may only become visible years later and are often influenced by multiple factors, not just the mobility program itself. So, depending on what your goals are, you may arrive at a different value of each outcome.
Third, different stakeholders care about different things. The CFO might prioritize cost efficiency, while HR focuses on talent retention, and business leaders look at market performance. Any ROI model must account for these varying perspectives, which can add complexity.
Which gets to the question: what can organizations do?
At MasteringGM® we always recommend starting by clarifying the “why”. Why are we moving this person? What business or talent outcome do we expect? When do we consider the assignment a success and what would constitute a failure? Once you are clear on this, you can work backward to identify metrics that reflect success. These do not have to be perfect, but they need to resonate with the stakeholders who make resource decisions.
Second, embrace a flexible, layered approach. While applying a single formula is unlikely, organizations can develop an ROI “dashboard” combining financial data with talent and business metrics. For example:
- Cost savings vs. local hiring (financial)
- Retention rates of returning assignees (talent)
- Revenue growth or project completion in target markets (business impact)
Finally, accept that ROI is often directional, not absolute. It is more about creating a compelling story, supported by data, that shows mobility contributes to business success. Waiting for perfection often leads to inaction. Organizations that start small, track what they can, and refine their approach over time will be far ahead of those still searching for the elusive perfect formula. This is also what we emphasize in the MasteringGM® WAVE Framework, especially within the Value dimension. It encourages professionals to link mobility to business priorities, ensuring that any ROI measurement — however imperfect — resonates with what matters most to their organization.
Markus Kurth: Adopting an investment cluster approach that focuses on key areas reflecting typical talent mobility investment decisions can also be useful. This structured framework allows organizations to evaluate their mobility initiatives comprehensively and strategically. Three of the most important mobility investment clusters:
Investment in specific assignments/assignees
Different assignment purposes and types of movements necessitate tailored measurement approaches. Mobility teams could consider the following aspects:
- Diverse assignment objectives: Each assignment may have unique goals, such as skill development, knowledge transfer, or market expansion. Therefore, the metrics used to evaluate success should align with these specific objectives.
- Training outcomes vs. task results: It is essential to differentiate between measuring the effectiveness of developmental programs and assessing the tangible results of assignments. For instance, while training outcomes may focus on skill acquisition, task results should evaluate the impact on business performance.
- Development metrics: Organizations need robust metrics to measure success in employee development, such as improvements in competencies, leadership capabilities, and overall performance post-assignment.
Investment in the global mobility function
Investing in the global mobility function itself is crucial for enhancing service delivery and operational efficiency.
Common considerations include:
- Improving service delivery models: Organizations should aim to refine their service delivery models, leveraging technology and enhancing competencies within the mobility team. This may involve developing solid business cases to secure additional budget for increasing headcount and upgrading technology. Organizations should visualize and clarify different service delivery models, considering characteristics such as cost, flexibility, scalability, control and quality. A comparison of in-house mobility management versus outsourcing can provide insights into the most effective approach for the organization.
- Measuring benefits and returns on technology implementation: It is crucial to assess the benefits derived from technology investments in mobility function, ensuring that these tools enhance efficiency and effectiveness.
- Measuring true ROI: The challenge lies in measuring the true ROI of the global mobility function beyond basic efficiency metrics. This requires a deeper analysis of how mobility initiatives contribute to overall business objectives and employee satisfaction.
Investment in talent mobility programs and policies
Evaluating the value of specific talent mobility programs is essential to determine their effectiveness and sustainability. This is particularly relevant for emerging forms of mobility, such as international remote work, where the value proposition may be less clear.
This could, for example, cover the program evaluation: Organizations should assess whether to continue, modify or discontinue specific mobility programs based on their measured impact. The evaluation could include both qualitative and quantitative data: satisfaction of the stakeholders (assignee, their families, line management — especially from the receiving country), adoption rate/usage of benefits/policy options, program on diversity and equity etc.
Tackling the measurement of ROI for global mobility may feel intimidating at first, but the journey is not only manageable but also very rewarding. Every small win — whether it’s demonstrating enhanced employee engagement, improved talent retention or a more agile response from the mobility function — reinforces the credibility of the mobility function and its role in shaping the talent and business strategies.
As mobility and HR professionals, let’s encourage each other to view ROI measurement as an opportunity rather than a burden. By sharing experiences and insights, we can cultivate a community that champions global mobility as a strategic asset and not just as a cost center.