G
lobal mobility has evolved into a mainstream component of talent management
and business strategy, enabling organisations to develop leaders, support business priorities, and foster diverse, inclusive experiences across the workforce. As mobility programmes adapt to new trends and pressures, the most forward thinking
organisations are
rethinking their strategies to align with business needs, cost constraints, and employee expectations. However, more needs to be done.
The 2025 Vialto global mobility market survey shows that less than a quarter (23%) of organisations report reaching the “strategic” or “influencer” level, where mobility is integrated into business priorities and proactive in managing risk. Eileen Mullaney, Global Leader,
Workforce Transformation and Managed Services at Vialto, says that mobility must become a strategic lever, not just an operational necessity, in order to unlock workforce agility and long- term value. Instead, many remain in an operational role, underleveraged and under recognised. She says this change could
enable many businesses to face head on the challenges they have around talent shortages, geopolitical upheaval, legislative change and
growing demands for agility; all while delivering on experience, compliance, and cost. Yet many organisations have overlooked the one function uniquely positioned to help them do just that: global mobility.
HOW GLOBAL MOBILITY PROGRAMMES CAN AID BUSINESS GROWTH – & WHY THEY FAIL Eileen Mullaney says that traditionally, companies have relied on satisfaction surveys to measure the success of relocation or assignment support. However, organisations are increasingly adopting experience surveys, which can go further by capturing how assignees and their families actually feel throughout the mobility journey. “Experience surveys are
particularly valuable because they reveal insights that typical metrics miss,” she explains. “I don’t see every company doing them, but they’re becoming more and more popular. You might not survey the entire population at one point in time, but you survey a portion of the population every quarter, or every couple of months. These conversations can uncover really interesting insights about your population and about their feelings around the assignment that’s not typically captured anywhere else.”
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GLOBAL MOBILITY
STRATE GIC PARTNER
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