Why a Global Mobility function matters
- A dedicated mobility function enables compliant, fair cross border‑ movement and widens the talent pool while aligning with business strategy and leadership development.
- Core risk pillars span immigration/right-to-work, tax & social security, payroll, EU Posted Worker rules, regulatory obligations, and governance & control.
The mobility landscape has evolved
- From the 1980s’ long-term secondments to today’s mix (short-term, commuters, rotators, project workers, virtual secondments, international remote working and business travel), complexity and choice have grown, demanding clearer frameworks and controls.
Building the mobility framework
- Follow a staged path: Strategy (drivers & vision), Framework (secondment types, policy, reward, governance) and Support (service model).
- Practical buildout includes policy suites, quick reference grids, secondment letters, cost estimate templates, data methodology, and exception/escalation routes, underpinned by toolkits, training, and vendor onboarding.
Compensation strategies that fit the move
- Configure packages around the secondment goal, secondment type and home/host economics, balancing business performance with employee experience. Ensuring payroll, tax and technology capabilities can deliver the design.
Levels of relocation support: current trends
- Tiered/core plus models and core/flex frameworks help tailor support by complexity and seniority; baseline inclusions typically span immigration, tax, travel, household goods and temporary housing, with optional add-ons (e.g., partner support, cultural training). Benchmark consistently to stay competitive and cost disciplined.
Governance & compliance: make it routine
- Apply a repeatable three step process: Business case, Strategic option review (structure, policy, immigration/tax timing, cost request, performance and fit), and Costing & approval via the firm’s governance forum.
Managing business-critical (VIP) secondment
- What makes a move “VIP”? Extraordinary employee value, organisational requirement, personal circumstances or destination risk and typical profiles include board members, practice leaders and other high impact‑ roles.
- Benefits of mobility at this senior level accrue to the business (reputation, competitiveness), the employee (market insight, accelerated growth) and HR (talent management & retention).
- Success demands personalisation beyond policy, exceptional project management, the right specialist partners, and robust confidentiality and duty of care protocols.
- Five guiding principles: think beyond the relocating employee; plan resourcing for quality and quantity; understand the move beyond logistics; manage pressure while seizing opportunities; set realistic expectations.
