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What the Future of Mobility Holds

A survey of international companies and their mobility policies shows that the future of mobility is evolving in exciting ways.

KPMG, a multinational professional network, released its findings from its 2019 Global Assignment Policies and Practices survey of companies around the world with mobility programs. The key findings show that mobility is evolving in exciting ways, often looking forward to new and innovative solutions to manage talent and policy, with an eye toward digital processes and analytics.

The future is digital and analytic

As talent mobility continues to grow in importance as a key business strategy, employers are seeking to leverage digital innovations in AI and interconnected systems. The report shows that digitization and increased interest in using automation and artificial intelligence for business needs are shifting the way companies search for solutions to assignment planning, cost projections for prospective packages, and the automation of payroll and compensation.

Additionally, the report shows an increased focus on predictive analytics to support program success. Measuring the employee experience and satisfaction is a top priority of data analytics, as are more standard metrics such as assignment volumes and costs as well as vendor performance.

The future is talent management and flexible policy

Another key finding is that companies are taking a more intentional approach to talent management by developing stronger integration between talent management and global mobility throughout the employment lifecycle. A large portion of survey participants (60 percent) cite the use of international assignments as a top program goal for supporting both global business and talent development objectives.

Companies are taking a more intentional approach to talent management by developing stronger integration between talent management and global mobility throughout the employment lifecycle

Many organizations are also now using policy frameworks that offer greater flexibility. They can do this, for example, “through menu-driven or points systems or through lump-sum payments to allow choice for assignees in developing packages best suited to their personal needs with a key focus on enhancing the employee experience.”

The next 5 years

The survey participants expect the next 5 years of mobility to feature assignments shorter in duration such as extended business trips (56 percent), short-term assignments (75 percent) and developmental/training assignments (46 percent). Meanwhile, there is an expected reduction (51 percent) in the use of traditional assignments as well as tax equalized long-term assignments.

Such findings shed considerable light on how companies are maximizing mobility as a key strategy for business development and talent growth, all through the growing trends of talent management, digitized processes, and flexible policy. The shape of mobility continues to evolve and excite.

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