rare. Instead, companies are offering packages where the level of support


corresponds to the


role’s importance, the strategic significance of the location, or the complexity of the assignment. “This host-based approach


also reflects a philosophical shift in peer equity,” she says. Whereas companies once aimed for uniform benefits across assignees, today there is a growing acceptance that differentiated treatment is appropriate when business impact varies.


EXPANDING DEFINITIONS OF MOBILITY A key trend which is gaining traction is the broadening definition of mobility. It’s no longer confined to expatriate assignments or permanent transfers. Mobility now encompasses:


• Business travel • Cross-border commuting • Virtual assignments • Temporary remote work


Eileen Mullaney says that by this expanded definition, up to 50% of a company’s workforce could be considered mobile, compared to the traditional benchmark of around 1%. Many organisations are just beginning to grasp the extent of their mobile workforce under these new parameters. “Traditionally, organisations have


typically set up their mobility function by region, with separate teams in APAC, Americas, and EMEA,” she says. But a shift is underway. “Now they are starting to mirror the HR organisational structure and mobility expertise is being embedded directly within the business, rather than operating it as a standalone, regionally fragmented service.” The more and more companies


can do that, the more they can really embed themselves in the business, become a source of expertise and experience, and be able to have greater influence over company strategy, talent management decisions, and recognition from the C suite, she says.


FURTHER READING


View the 2025 Vialto global mobility market survey here.


“ Today’s talent shortages, geopolitical disruption, mounting regulatory complexity, and speed-to-deploy demands need strategic foresight, not just operational management.”


EILEEN MULLANEY, GLOBAL LEADER, WORKFORCE TRANSFORMATION & MANAGED SERVICES, VIALTO


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Download our Mini Factsheets in our Relocation Policy Design/ Implementation series at thinkglobalpeople.com


GLOBAL MOBILITY MINI FACTSHEET: RELOCATION POLICY DESIGN/IMPLEMENTATION


Training policy


Global mobility policies should address all aspects of the expatriation cycle from pre-departure, the assignment itself, and repatriation. Training can provide crucial support to assist with the successful achievement of assignment objectives.


Training policy addresses a wide range of skills areas. Training can be given prior to departure and/or on assignment. Training


interventions may apply to


accompanying family members. Training should be


assignees carrying out virtual assignments.


LANGUAGE Language is an artefact of culture. To operate successfully both in the workplace and socially, it is important for assignees to be able to speak the local language. Language capability aids settling-in and functioning effectively in the community. It is important to offer language training to accompanying family members.


available to non-mobile


CULTURAL UNDERSTANDING Every country has a unique culture which governs what is acceptable and how members


of that society should


behave. Cultural misunderstandings can cause offense and seriously affect working relationships between assignees and locals. Cross-cultural training can assist


employees to understand the unique nature of their host location’s ways of working. It is important to remember that some host countries have multi- cultural populations. Training that provides a broader understanding of cultural differences can be useful in such societies.


Cultural training should enable participants to engage with locals in their host society. Immersion style exercises are more helpful in changing behaviours than cultural briefing sessions alone. Family members benefit hugely from undertaking cultural training as this helps them to settle in more effectively.


MANAGEMENT Each culture has a different management style. In some, a more participative or democratic style works more effectively than a top-down, authoritative, approach. To develop the best working relationships with staff, assignees must adapt their management style to fit the host culture in which they are working.


NEGOTIATION SKILLS Some cultures rely more heavily on building relationships to facilitate negotiations; others rely


more on


contracts. In some, time must be spent to build rapport and trust before a deal can be struck; in others a shorter time- frame is expected with less reliance on relationship building. Assignees must adapt their negotiation style to fit the host culture where they are doing business.


SAFETY & SECURITY Assignees’ safety and security are paramount. While employers can put security measure in place, this will be less effective if assignees and their families do not understand or engage in safe practices aligned with their local environment. Preparatory training that


addresses


potential threats and how to mitigate these is vital. Organisations might also offer defensive driving training as appropriate.


STRESS MANAGEMENT Living and working abroad can prove stressful. Training that explains what stress is and how it can be successfully managed through appropriate coping mechanisms is important to assignees’ and their families’ wellbeing.


ON-THE-JOB SKILLS Ensuring that assignees maintain their professional skills should be embraced within training policy. It is important that they are kept up-to-date with company developments.


REPATRIATION Repatriation


is often a stressful and


disappointing experience. It involves fitting back into the home country’s cultural norms and embracing change. Training can address societal, cultural and personal changes, aiding employee and family reintegration.


To access the Mini Factsheet series visit thinkglobalpeople.com and find out about events, webinars and podcasts. Contact us info@thinkglobalpeople.com


For comprehensive information on managing Global Mobility visit our sister website relocateglobal.com


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GLOBAL MOBILITY


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© 2025: Relocate Global & Think Global People


GLOBAL MOBILITY MINI FACTSHEET: RELOCATION POLICY DESIGN/IMPLEMENTATION


Flexibility in policy design


Successful relocation policies will address rapidly changing business requirements as well as employee needs. These objectives require flexibility while maintaining equity. Rather a prescriptive and controlling framework, mobility policy should be proactive, supportive and tailored.


MEETING BUSINESS NEEDS Given the rapidly changing economic and political environments in which organisations operate


IMPROVING THE EMPLOYEE EXPERIENCE Cafeteria style benefits provision provides employee choice. Under this approach the emphasis is on improving the employee experience by enabling those who are relocating to select the benefits that they believe best suit their requirements. The key to employee satisfaction is to ensure that policy flexibility enables mobility but without assignees needing to justify each and every item they require as an exception to the rule. Cash lump sums that enable to spend as they wish on


employees


relocation support can also form part of a flexible global mobility support package. It is important to remember that


today, global


mobility policy must provide flexibility to accommodate business needs. The adoption of a core-flex approach to policy design is particularly useful in this regard. In the design of a core-flex


arrangement, the emphasis is on business flexibility rather than employee choice; control over benefit provision lies within the remit of the business. At its simplest, a core-flex policy


provides core benefits to all, such as those that ensure compliance and duty of care. Additional support elements are given (or not) with the decision-making under the control of the business. Greater flexibility in the provision


of additional benefits can be given via a series of predefined support levels. Alternatively, complete flexibility for the business can be given such that it can increase or decrease levels of support to match the assignment type, the employee need and the business requirement.


employees can make poor choices and these can undermine policy intentions. Clear communication is needed such that the implications of choices made are explained.


TRANSPARENCY & EQUITY A flexible approach to policy can undermine perceptions of equity unless careful communication is undertaken to ensure policy provision is fully explained. Policy content should be transparent.


Transparency and equity are crucial for employee buy-in and motivation.


POLICY GUIDELINES OR STRUCTURE A guideline approach is likely to provide greater flexibility for both the business and the assignees on the move than structured policies. Effective administration and communication systems will be required to support delivery of guideline elements. Policy guidelines should be accessible to employees so that they can understand their content.


While the trend towards greater flexibility in policy design and delivery


might imply the end of structured


mobility policies, this is not the case. There is still a need in many organisations for a structured approach; it can reflect and maintain organisational culture and can prove to be very successful as part of a talent mobility management strategy.


TECHNOLOGY Technology that can keep account of the elements delivered and their costs set against budgets will be required for core- flex, cafeteria and/or policy guideline approaches if flexible delivery is to work in both an equitable and controlled manner.


To access the Mini Factsheet series visit thinkglobalpeople.com and find out about events, webinars and podcasts. Contact us info@thinkglobalpeople.com


For comprehensive information on managing Global Mobility visit our sister website relocateglobal.com


relocateglobal.com |


thinkglobalpeople.com


© 2025: Relocate Global & Think Global People


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