For years, global mobility had relatively concrete ways to judge whether a relocation worked. Did the employee reach the destination on time? Was immigration completed correctly? Did the move remain within budget? Was housing secured, payroll coordinated and tax compliance handled properly? Those measures still...
For companies looking beyond their home markets for talent, the question is no longer simply: Which country should we hire in? Increasingly, the better question is: What kind of work needs to be done—and where can it be done best? That distinction is reshaping global workforce...
Companies facing talent shortages have an increasingly large world in which to look for workers. But one of the biggest workforce challenges emerging in 2026 may not be solved simply by searching farther. Artificial intelligence is changing the skills employers need faster than labor markets can...
Global mobility is becoming too important—and too complex—to operate as a standalone function. Labor shortages, demographic change, skills mismatches and increasingly international talent markets are pushing organizations to think differently about where talent comes from and how it moves. At the same time, governments and...
Global mobility has spent decades solving the problem of moving people across borders. But another problem has proved surprisingly difficult: moving their qualifications with them. A technician may have years of experience in one country but struggle to prove that experience to an employer somewhere else....
For decades, global mobility has been built around a straightforward premise: when talent and opportunity are in different places, move the talent. A company needs an engineer in California, a finance executive in Singapore or a project leader in London, so the employee relocates. Global mobility...
A regional conflict closes airspace overnight. Employees traveling on business cannot return home. An international assignee suddenly needs to leave a country with family members in tow. A new government restriction complicates immigration status just as the company is trying to move employees somewhere safer. None...
An employee working in Paris accepts a three-year assignment in Silicon Valley. Her salary remains tied partly to France, but the move to Northern California comes with housing assistance, tax support and other benefits designed to make an international assignment financially workable. Now consider a deceptively...
The clean-energy transition is usually discussed in terms of technology: solar panels, wind turbines, batteries, electric vehicles and new transmission lines. But every new project creates a less visible requirement. People have to build it. And increasingly, the workers with the right skills are not...
Global mobility is entering a more strategic phase. For years, programs were judged largely by whether employees moved compliantly, arrived on time and stayed within budget. Those fundamentals still matter, but business leaders increasingly want to know what mobility made possible: faster market entry, access...