COVER STORY themselves navigating complex conversations with finance, legal and senior leadership. As Remhof succinctly notes, “The mobility landscape is shifting rapidly and bringing people along – vendors, assignees, internal partners. [This] requires empathy and the ability to lead through ambiguity.” UPGRADING THE ROLE Technology is also reshaping the global mobility function and the day-to-day lives of those who lead it. AI – and AI-powered data tools – are fundamentally changing how mobility teams operate, from automating routine compliance checks and cost projections to providing assignees with real-time, personalized support throughout their relocation journey. The efficiency gains are significant, Remhof says, “But the real opportunity lies in predictive analytics: using data to anticipate mobility needs, flag risks before they escalate, and advise the business proactively rather than reactively.” Beyond AI, global mobility offices are increasingly supported by integrated technology ecosystems and platforms that connect immigration, tax, payroll and HR data seamlessly. These systems allow mobility leaders to move beyond anecdotal insights and toward evidence-based decision-making. The need to adapt to these technologies is not lost on mobility professionals. In a recent Weichert survey, Designing Mobility for Success, Connell reports that 81 per cent of global mobility leaders cited AI skills as critical necessities for the future of mobility, while nearly two-thirds emphasized the demand for data skills. That is not to say global mobility professionals need to become overnight AI experts, she says, “But we do need to have a level of proficiency in it.” Remhof and the team at People Mobility Alliance are well aware of the rising demand for tech skills among future mobility leaders. The Alliance's AI Enablement for Corporations program is geared towards helping them develop AI literacy – not to become data scientists, but to ask the right questions, interpret outputs critically, and apply AI and data tools with sound judgement. “The continuous upskilling of global mobility professionals is just as important as the technology investment itself,” Remhof stresses. “The organizations that will lead in mobility are those that invest in both dimensions simultaneously: the right tech- nology and the right people to unlock its value.” EVOLVING TOGETHER Becoming an organization-wide strategist and go-to advisor on all things talent is a big ask for mobility professionals. This is espe- cially so at a time when demands are rising while resources are stretched thin. Despite the evolving roles, Connell says, “We’re seeing more companies that are downsizing their in-house global mobility teams. Leadership is asking them to reduce headcount and leverage their suppliers more to do some of the things that they were doing in-house.” The good news is that mobility professionals are not navigating this evolution alone. The mobility ecosystem is rife with specialists and supporters in all aspects. They include relocation manage- ment companies and destination service providers who are also being asked to evolve alongside their corporate partners. “I see it within our own client portfolio as they’re coming to us to get that knowledge and to increase their skill set,” Connell says. “I think it’s necessary for companies, and for mobility professionals and leaders within companies, to have a stronger relationship with their RMCs because they’re the ones that understand how all the pieces fit.” “Together, we’re learning this all at the same time,” Connell adds. “It’s not as siloed as it used to be. It can’t be.” Industry groups have also been a critical resource in this time of change, enabling mobility professionals to come together, compare notes, surface common challenges, and develop solutions collectively. “I sometimes feel like I’m dealing with a certain chal- lenge alone, and then I’ll hear two global mobility leaders talking about it at a round table and say, ‘You’re struggling with this too? Wow, OK. This needs to be brought to light more often,’” says Connell. It is a familiar scenario at CERC, Connell adds, as is gaining new perspectives on modern mobility hurdles. “I’ve heard some very interesting solutions come from some of the smallest suppliers out there. They just don’t have the deep pockets to support the tech- nology. In that way, CERC has been very successful in bringing a lot of those different parties together.” The future of the global mobility profession is demanding but promising. It means working across functions, balancing compli- ance with strategy, and translating complexity into clarity. It means strengthening technical knowledge while deepening busi- ness acumen. And it means recognizing that technology and talent are not competing priorities, but complementary ones. And then, says Remhof, “We have to embrace the disruption. Technology, regulatory change, shifting workforce expectations – these aren’t threats to the profession, they’re an invitation to elevate it. The leaders who thrive will be those who stay curious, adapt quickly, and never stop asking how mobility can create more value for the organization.” 130 Besserer Street, Ottawa, ON 613-232-2000 | 800-267-1989 www.les-suites.com, sales@les-suites.com • Condominium-sized 1 & 2 bedroom suites • Complete kitchen, ensuite laundry room • Free local calls NEWLY RENOVATED • Fitness Facility • Indoor Pool • Free Wi-Fi Relax like you’re at home. 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