T


his post-pandemic pivot to greater flexibility over where, when and how we work is a


watershed moment for mobility. More companies are recognising that the ability to attract, recruit and retain international talent goes way beyond the scope of traditional long-term assignments and business travel. They also understand that well-managed cross-border moves are a source of value, competitive advantage and resilience. This is to the extent that mobility is communicated and understood as part of the business’s employer value proposition. The rise of mobility on the


business agenda is mirrored in studies from within the sector, as well as figures from the Global Business Travel Association’s latest Outlook Index. This forecasts significant growth in business travel this year, which builds on 2023, where spending significantly outperformed expectations. For example, the top three markets by value – China, the US and Germany – posted annual growth of 39%, 25% and 38% respectively in 2023. The GBTA’s figures and overall


sentiments align with what we know about today’s enhanced spectrum


of global mobility. The data show the crossover to the kaleidoscope of global mobility options available, including split-family and fly-in, fly-out moves, extended business travel, commuter, international remote work and ‘policies of one’. Both of these trends are why today global mobility expertise increasingly cuts across functions and has board-level representation in the people and finance functions or standalone.


EVOLVING MOBILITY EY’s 2024 Mobility Reimagined Survey is one of a number newly released that offers a fascinating perspective on this pivotal moment for the role of cross-border moves in 2024 and beyond. Its analysis of the experiences


of over 1,000 mobility professionals across 21 global geographies helpfully identifies five drivers of evolved mobility functions. It also quantifies the outcomes, finding that there are direct bottom-line benefits and greater organisational resilience where mobility is driven by:


1. strategic alignment 2. talent linkage 3. digital focus 4. flexibility 5. external expertise.


These outcomes are linked to the extent that mobility functions focusing on the five drivers are:


• over twice as likely to say mobility helps organisational resilience and address talent shortages


• one and a half times more likely to


shortages


• 1.3 times more likely to offer positive return on investment (ROI).


Interestingly, it also shows that – counter to the expectation people going on an assignment will leave on repatriation – well-managed cross- border-move life cycles actually make it more likely they will stay. Two-thirds (64%) of employees report they’re more likely to stay with their employer after a long- term cross-border assignment. The quality of the experience is the most relevant factor. Speaking to ‘Think Global


People’, Gerard Osei-Bonsu, EY Global People Advisory Services tax leader, gave his view on this moment for global mobility and what it means for global businesses and their global people. “Having


an


international mobility function and programme in place is critical to creating a dynamic and empowered


47 say it helps address talent


effective


GLOBAL MOBILITY


STRATE G Y


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