COVER STORY
I
n the field of global mobility, stepping into new roles comes 
with the territory. As talent management becomes more 
central to business strategy, mobility professionals are being 
called on to become both transactional managers and  
strategic advisers. 
“The days when global mobility was primarily about processing 
paperwork and managing relocation logistics are behind us,” 
says Stefan Remhof, managing partner at the People Mobility 
Alliance and professor of international management at IU Inter-
national University. “Today, mobility sits at the intersection of 
talent strategy, workforce planning, and employee experience. 
A true mobility leader understands the business well enough to 
proactively shape how talent moves, not just react to requests from 
HR or line managers.”
It is not an entirely new role for mobility professionals. Not long 
ago, many found themselves at the decision-making table during 
the pandemic, when global mobility was paramount to keeping 
businesses thriving and workforces safe. In the years since, many 
have continued to position themselves as trusted advisors who 
speak the language of the C-suite and connect the dots between a 
company’s ambitions and the people behind them.
“[Mobility leaders] are taking on a lot more that was not under 
their purview,” confirms Jennifer Connell, vice president, 
advisory services, with Weichert Workforce Mobility. “Things 
like travel, business travel and things like remote work, aspects of 
remote work, are now under their umbrella.”
Matters of talent immigration are taking up an increasing share 
of that umbrella, Connell continues. Mobility professionals are 
increasingly being tasked with knowing more about immigra-
tion and tax laws, compliance issues, and employment laws in 
a growing number of destinations. “Five or 10 years ago, these 
were things that were outsourced to specialists, and they had no 
problem doing that,” Connell says. “But now, when leaders are 
calling them and asking them to make decisions, they have to 
know how to answer these questions on the spot and very quickly. 
They also have to know what the impact of a very specific change 
in regulation will have in a specific area. It’s becoming wildly 
complex for organizations.”
Assuming more of a strategic role is about more than being ready 
to answer a broader range of questions. It is also about being 
able to translate those answers in ways that make sense to all who 
are impacted. Stakeholder management and communication 
skills matter more than ever, as mobility leaders increasingly find 
By Matthew Bradford
Relocation professionals continue to take a more proactive approach to 
moving talent and strengthening their decision-making role
THE 
FUTURE OF 
THE MOBILITY 
PROFESSION
12 PERSPECTIVES  Spring 2026

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