In this final installment of our 3-part blog series, we look ahead to how companies are evolving their Global Mobility functions to meet future workforce demands and business objectives.

Our recent benchmark survey captured first-hand insights from organizations about how they structure their teams, what influences those designs, and what makes their programs unique. Together, these perspectives paint a picture of where the mobility function is headed.

From Doing to Directing: Redistributing Mobility Workload

Mobility teams are increasingly using internal and external resources to scale effectively and manage complexity.
Internally, mobility is becoming more tightly integrated with Rewards, Compensation, and HR Business Partner teams, as well as Shared Services Centers that support transactional or administrative tasks. Externally, companies are partnering with vendors to outsource functions where specialized expertise is essential.

As mobility volumes fluctuate, this approach provides flexibility to adjust capacity without restructuring internal teams.

How one company allocates resources:

“Programs team: manages policy design, process optimization, supplier management and project management. Consulting team: aligned to regions and business org to advise on complex cases and support global talent management. Operations team: manages 1st and 2nd tier cases and operational tasks.” North American Financial Services Organization

Evolving Roles and Specializations

The Global Mobility function is no longer defined solely by operational delivery. New roles are emerging that align with broader business priorities, such as data and analytics, digital platforms, and employee experience.

This company notes a focus on metrics:

“We are looking at having stronger data analytics to support our recommendations for program changes.” European Oil/Gas Company

Mobility professionals are enhancing their skills to keep pace with these changes, combining strategic vision with specialized expertise. At the same time, core operational roles such as Advisors and Specialists remain essential for day-to-day program execution.

When strategic thinkers, specialists, and operational “doers” work in tandem, Global Mobility can optimize resources and amplify its influence across the organization.

Strategic Integration

Many organizations are striving to elevate mobility to a more strategic role within the organization. Mobility is well positioned for this shift with reporting lines into Global Rewards, Talent, or senior HR leadership. This integration reflects the close link between mobility, pay, and talent, and can give mobility leaders the opportunity to influence decisions around workforce planning, talent deployment, and reward strategy.

One organization mentions:

“We are aligning directly with our global talent management strategy and identifying direct links between talent and mobility.” APAC Pharmaceutical Company

The more mobility is seen as a talent enabler rather than just a logistics function, the stronger its influence will be.

Optimizing Resources Through Technology

Technology continues to play a pivotal role in transforming how mobility operates. From automating routine processes to improving access to data and analytics, digital tools are freeing mobility professionals to focus on higher-value strategic work.

A example of technology enhancement:

“Tailoring existing HR technology (ServiceNow) to meet Global Mobility requirements, including built in business case, automated approval process and internal stakeholder notifications.”

North American Financial Services Firm

Implementation can be challenging, often requiring significant coordination and change management, but the payoff is substantial: greater efficiency, data visibility, and consistency throughout the mobility lifecycle.

Final Takeaways

Our benchmark revealed the diversity of Global Mobility functions today and hinted at where they’re headed tomorrow. The most effective teams will be defined by:

  • Stronger internal and external partnerships
  • Specialized roles that balance strategy and execution
  • Deep integration with HR and talent strategy
  • Smart use of technology to drive efficiency and insight

There’s no single “best” structure. The right design depends on your organization’s size, culture, industry, and mobility footprint. But the most successful teams are those that design intentionally, ensuring their structure supports both compliance and business strategy.

Does your mobility function reflect your needs today and your vision for the future?

Download Survey Highlights

Want More on the Global Mobility Function?

Explore additional AIRINC insights that dive deeper into how organizations are designing and evolving their global mobility functions:

 

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