The global survey collates the views of 225 global mobility professionals across multinational organizations spanning 29 countries and territories and 12 industries and provides valuable data on the evolution of global mobility programs with the expectations on their teams extending to include tax and immigration policies, structure, governance, priorities, performance measures, technology, robotics, automation, international remote working and more. The report outlines key actions that global mobility programs should employ to unlock their full potential and seize the emerging opportunities presented by new business demands with teams encouraged to be adaptable.
“Global mobility teams typically enhance compliance and manage risk under intense scrutiny,” said Marc Burrows, Global Head of Global Mobility Services, KPMG International. “However, the current landscape demands even more, often with less resources than were previously available. That requires innovative solutions, necessitating strategic alignment with business objectives and a fundamental adaptivity to thrive.”
Increasingly viewed as a strategic partner and trusted advisor, the report shares how almost three-quarters of respondents view alignment with the overarching business strategy as a top priority. In addition, the recent KPMG 2024 CEO Outlook shared that 92 percent of CEOs are planning to increase their workforce and 80% emphasizing skills development, hence alignment with talent strategies is considered crucial for global mobility with 70% of respondents listing talent development, attraction and retention as a top priority.
With the shift toward cross-border moves gaining momentum, the complexities of a globalized workforce are ever-present. The report reveals that 67% of organizations that support international remote work have a formal policy in place — a proactive approach that helps structure and formalize remote work capabilities, helping ensure compliance with tax and immigration laws.
The number of global mobility functions leaning into technology to drive operational efficiency continues to rise, with assignment management solutions widely used. Nearly two-thirds of organizations rely on a centralized or regional model for global mobility management, as these models are considered to help enhance consistency, control and responsiveness to regional dynamics and needs.
Seventy-six percent of respondents report using workflow and data management tools, and AI adoption is expected to rise, with 51% planning to integrate AI into their programs and long-term 73% planning future AI investments to help with the automation of administrative tasks.
The report encourages global mobility teams to compare the strategies employed with those of their global competitors to assess the real value of current operations and develop new future-focused initiatives, programs and policies.
“To stay ahead, organizations should regularly monitor and review mobility policies to help ensure they remain effective, competitive and aligned with business needs,” said Katherine Avery, Principal, KPMG in the US. “Collaboration and comparison are essential. Collaborate with suppliers – understand the challenges and learn from competitors to help ensure your team is suitably equipped to meet the ever-changing demands of the future.”
As Mădălina Racovițan, Partner and Head of People Services at KPMG in Romania comments: “In the last few years, employees have increasingly expected to be able to work remotely, at least for part of the time, including sometimes from another country. Employers too have seen many benefits in a more mobile workforce, both from the point of view of flexibility and also to widen the talent pool for recruitment. Nevertheless, international remote working can have significant tax, social security and immigration implications, not only for the employees concerned but also for their companies. Consequently, an expert assessment by qualified professionals is essential so that businesses can develop a strategy to take full advantage of the opportunities presented by international remote working, while also remaining compliant with tax and other legal requirements.”
