Key Insights from Our Autumn London Mobility Leadership Morning

Session highlights

QBE: Mobility transformation with ESG at the core

QBE shared how they are reshaping global mobility to deliver a consistent, employee‑centred experience and stronger business outcomes. Key moves include clarifying ownership through a dedicated internal mobility function, introducing a core/flex framework for equitable benefits, simplifying processes with clearly mapped roles, and leveraging technology for end‑to‑end case management, all underpinned by compliance and risk governance.

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Crucially, ESG considerations are embedded by design: partner selection emphasises shared sustainability ambition; the employee journey surfaces greener choices (e.g., home search, local transport, temporary housing) alongside wellbeing support; and a joint K2 & QBE project is mapping sustainability nudges across the assignment lifecycle. This approach aligns well with QBE’s organisational purpose of “enabling a more resilient future.”

‍Why it matters: ESG isn’t a bolt‑on; it’s now integral to how leading organisations structure mobility, improving experience, risk control and long‑term resilience.

K2 & University of Bath: Small Tweaks, Big Moves – Behavioural science in mobility

Khushi unpacked how behavioural science can turn good intentions into measurable action across the mobility journey. Using the EAST framework (Easy, Attractive, Social, Timley). she showed how small design choices (defaults, timely prompts, social proof) can nudge sustainable decisions and reduce friction for relocating employees and partners. The work forms part of K2’s Knowledge Transfer Partnership with the University of Bath, focused on nudging sustainability in global mobility supply chains through ethical, test‑and‑learn experimentation.

Why it matters: In complex programmes, (micro-interventions), from the wording of an email to the order of options in a form, can unlock outsized improvements in uptake, experience and sustainability outcomes.

Mercer: Global talent & mobility trends

Kate Fitzpatrick shared the latest data on what’s shaping global mobility and talent management. HR leaders are prioritising upskilling, employee experience, and diversity, while also navigating challenges like skills shortages, economic volatility, and the need for digital transformation. Mobility remains crucial for filling technical and leadership roles, supporting talent development, and enabling business growth. However, many organisations still see a gap between their mobility programmes and overall talent strategy, with cost and ROI measurement as ongoing challenges. There’s also a growing focus on making mobility more flexible, inclusive, and family-friendly, with support like tax assistance, language training, and cross-cultural support for employees on the move  

Why it matters:
Mobility is more important than ever for attracting, developing, and retaining talent, but it’s also getting more complex. The best results come when mobility is closely linked to business strategy, supported by technology, and designed with people at the centre.