For any Global Mobility program, where the mobility function sits within the business can significantly influence its effectiveness. Is Mobility viewed as a strategic driver of talent and business goals, or are they seen primarily as an operational function focused on execution? Our latest research, interviewing a diverse set of mobility leaders, highlights key differences in how companies structure mobility and the impact of these choices. In this blog post, we’ll focus on our findings that the majority of companies in our research place global mobility under Total Rewards or Talent Acquisition, and each approach has distinct advantages.
Total Rewards
For companies that structure mobility within Total Rewards, we found that these programs tend to have a strong focus on compensation, cost management, and compliance. This setup ensures that mobility programs align with broader compensation strategies, particularly when managing salary structures, balance sheets, and tax implications. For companies with a high volume of assignments and transfers, this alignment can lead to greater efficiency and cost control.
Talent Acquisition
On the other hand, companies that integrate mobility within Talent Acquisition tend to view mobility as a talent strategy rather than a transactional service. This structure supports global rotations, leadership development, and project-based assignments that directly contribute to business growth and employee career progression. Organizations prioritizing strategic workforce planning often favor this approach, as it embeds mobility into broader talent initiatives.
Shared Services
As a third option, some companies place mobility under Shared Services, a structure designed for high-volume, process-driven functions. While this setup enhances operational efficiency, it can create challenges. Mobility teams in Shared Services may struggle to gain strategic visibility, as their role is often perceived as administrative rather than advisory. This can limit mobility’s ability to influence business decisions and drive talent strategy.
Mobility Function Design
There is no one-size-fits-all approach to mobility function design. The key is ensuring that mobility’s structure supports its intended purpose—whether that’s optimizing costs, driving talent development, or enhancing operational efficiency.
Want to explore how leading companies are structuring their mobility teams? Download our latest white paper for in-depth insights and learn from real-world case studies.
Upcoming Webinar:
Webinar: Future-Proofing Global Mobility: 5 Ways to Stay Ahead in a Changing World
Recommendations will be supported by insights from AIRINC’s newly redesigned Mobility Outlook Survey.
MOS 2025 will be released very soon!
- March 11 – 10:30 AM Boston | 2:30 PM London
- Register for the Global Session
- Leaving Room for Agility – How to be proactively ready to continuously adapt
- Designing New Solutions – Getting into the creative mindset and designing for new mobility needs
- Leveraging AI – Possibilities for reshaping how Mobility teams plan, predict, and execute
- Making a Meaningful Global Impact – Aligning Mobility with broader business and talent goals
- Exceeding Expectations – Measuring and reporting on success, demonstrating value
