By Olivier Meier, Mercer
In the fourth article in our series exploring current issues that mobility managers face, we look at the growing divergence in views on the role of the function.
The mobility function: expansion or retrenchment?
Observations
Mobility teams today are at a crossroads, with some stepping into new roles that not only adapt to change but also drive it. These teams are actively engaging with growing trends, such as international hiring, remote work (“working from anywhere”) and cross-border arrangements that are often employee-driven. Others remain rooted in traditional expatriate management models, concentrating primarily on long- and short-term assignments and certain localization cases. This divergence highlights the lack of a cohesive approach to mobility, leading to increasingly varied and complex roles for mobility professionals.
The dilemma
Should mobility managers expand their purview to include these increasingly prevalent forms of mobility? Or should they opt for retrenchment, focusing on traditional expatriate management with an emphasis on efficiency and reducing costs?
Expanding the purview of the mobility function presents significant resource-related hurdles. Broadly speaking, expatriate management is concerned with relocating a small number of experts or high-potential employees, representing no more than 5% of the total workforce. But when considering all forms of cross-border, permanent moves and remote work, including employee-requested cases, this can easily concern half the workforce.
Most mobility teams operate with limited headcount and budgets, constraining their ability to expand their activities or evolve into strategic partners. Managing new forms of mobility also requires specialized knowledge and skills. Mobility teams may need to upskill existing staff or hire additional employees adept in new technologies, international labor laws, the tax implications of remote work and the complexities of various visa regulations.
On the other hand, a retrenchment strategy carries substantial risks. The danger is that mobility functions may become less relevant as they focus on niche issues. The number of traditional expatriate long-term assignments is stagnating or even diminishing. In 2025, only 18% of organizations anticipate an increase in long-term assignments, while 53% report that the numbers are stable. Conversely, close to 30% forecast an increase in business travelers, international foreign hires and shorter project assignments (Mercer, 2025 Talent Mobility Outlook). Ultimately, this could further diminish the role of mobility teams and their perceived value within the organization. It could also provide incentive to automate, offshore or outsource part of the mobility function to reduce costs.
Resolving the dilemma
Think of mobility not merely as traditional expatriate relocation but as a vital piece of a broader strategy for resource allocation and compliance.
Mobility managers often report being tasked with handling complex cross-border issues and even business travel, whether or not these issues are formally within their purview. Their teams are perceived as being more likely to have the skills and knowledge to address these complex issues than other HR teams. This presents new possibilities for mobility teams that are equipped and ready to take on these challenges.
We should also remember that mobility is more of a continuum of challenges than a set of clearly defined assignment types that can be managed in isolation. Business trips can be extended, turning into short-term assignments. Traditional assignments can include periods of remote working. Cross-border issues and challenges related to international hires require mobility expertise. It’s hard to manage these forms of mobility without a consistent policy framework for coordinating and tracking all mobile employees.
Even when the mobility team isn’t responsible for specific forms of mobility, it’s useful to identify potential areas where the function can add value. Such touchpoints may relate to the feasibility, potential costs, practical setup and compliance of different move options, presenting opportunities for mobility professionals to complement the work of talent management and other HR teams.
For example, while mobility teams aren’t expected to manage the entire business traveler process or every detail of international recruitment, they must be ready to intervene in specific cases to provide feasibility advice and cost estimates.
Example of mobility typology and role of the mobility function
| Type of move |
Definition |
Role of the mobility function |
| Long-term assignment |
Fixed-term duration of one to five years |
This is a core activity of the function. |
| Short-term assignment |
Fixed-term duration of up to one year |
This is a core activity of the function. |
| Localized assignee |
Moving an assignee from expatriate terms and conditions to local terms and conditions |
This is a core activity of the function. |
| Foreign local hire |
Foreign employees hired in the destination country on a local or local plus package |
Policy guidelines are usually defined by the team in coordination with local HR. |
| International hire |
Mobile employees hired to be relocated and work in another country |
Policy guidelines are usually defined by the team in coordination with local HR. The team consults with the business to help select suitable recruitment options. |
| Contractors on international projects |
External contractors on assignment for the company |
Mobility teams usually assist the business with package setup and cost estimates. |
| Commuters and rotators |
Employees moving back and forth between countries on a fixed schedule, driven by business needs or employee preferences |
Mobility teams usually raise awareness, issue guidelines, and consult with local HR to ensure compliance. |
| Business travel |
Short international moves (a few days/weeks) and one-time or frequent business travel |
Extended and/or frequent travel can present compliance issues. These are usually managed by the travel team, but tracking and compliance also often involve the mobility function. |
| Temporary international remote working |
Working remotely from a foreign country, sometimes called a “workcation” and usually limited in duration (five to 90 days, most commonly 20–30 days per year) and limited to certain job types and destinations |
The mobility function usually sets guidelines and sometimes manages compliance assessment in coordination with external vendors. The function consults with local HR to discuss specific cases. |
| Permanent international remote working |
Employees working remotely outside the country that benefits from their work |
The mobility function usually plays a consultative role to assess potential issues and set guidelines. |
Mapping the various mobility scenarios within the organization, including the roles and touchpoints of the global mobility function, is a good exercise. Some mobility teams even create an internal “service guide” to clarify how and when they can assist other HR functions and business leaders in managing cross-border scenarios.
This proactive approach elevates the mobility function’s profile and helps manage expectations effectively. Without this type of initiative, mobility teams focused on their day-to-day expatriate management tasks may miss opportunities to position themselves for emerging mobility challenges. By taking the lead in driving change and recognizing that mobility today comprises a much broader and more complex set of issues than ever before, mobility teams will be better prepared to navigate these challenges.
Find out more about talent mobility trends: https://mobilityexchange.mercer.com/surveys