International workforce mobility remains a major focus for organisations seeking to maintain a competitive edge. Businesses with global operations must balance the need to move talent across borders with the growing challenges of immigration compliance, rising costs, and shifting workforce expectations.
One of the key considerations for employers is managing the expense of international assignments, particularly given the uncertainty surrounding visa policies and remote work regulations. Compliance risks remain a significant concern, with immigration frameworks in many countries tightening to regulate labour movement more closely.
Despite these challenges, businesses aiming to remain competitive are prioritising more adaptable and efficient mobility strategies. A standardised approach to assignments is proving less effective in today’s fast-changing work environment, prompting a shift towards tailored solutions that align with both business needs and employee expectations.
Developing a Clear Global Mobility Strategy
A structured and forward-thinking approach to global mobility can create long-term benefits for businesses. It ensures that talent is placed where and when it is needed, while also managing cost and compliance risks effectively.
HR and mobility teams play a vital role in integrating mobility within broader corporate objectives. This could involve expansion into new markets, upskilling local workforces, or succession planning for leadership roles. A well-defined mobility strategy should focus on **moving talent with purpose**, rather than responding to relocation requests on an ad-hoc basis.
Planning should also include coordination with other departments, such as legal, finance, and talent management, to ensure global mobility remains a key component of the wider business strategy.
Offering a Range of Mobility Options
Employers should establish a selection of mobility pathways, each supported by clear policies and processes. Having a structured framework ensures that decisions around assignments are efficient, compliant, and cost-effective.
Questions to consider include whether a full relocation is necessary, or if a hybrid model—where employees travel intermittently while working remotely—could achieve the same objectives. The rise of **contractor-based work models** across multiple sectors also provides an alternative to traditional long-term relocations, allowing businesses to respond more flexibly to changing workforce needs.
Identifying the purpose of each assignment in advance will help determine the most suitable approach. For example, is the aim to lead a specific project, support knowledge transfer, or prepare an employee for a senior leadership role? Ensuring that the chosen mobility model aligns with business objectives enhances return on investment while reducing unnecessary costs.
Reviewing Reward Structures for Mobility
Attracting and retaining talent remains a challenge, and global mobility plays a significant role in making organisations more appealing to both current and prospective employees. However, traditional reward structures may no longer meet the expectations of a modern workforce.
Rather than relying solely on financial incentives, businesses should assess what truly motivates employees. Some may prioritise career development and international experience over short-term financial benefits. For younger professionals, overseas assignments may be seen as a stepping stone to future leadership positions rather than purely a monetary opportunity.
Taking a flexible approach to reward structures — tailored to assignment type and employee expectations — can allow companies can create greater engagement while maintaining cost control.
Managing Global Mobility Budgets Effectively
Historically, many mobility programmes have lacked clear budget ownership, leading to unexpected costs and inefficiencies. A structured budgeting approach ensures that mobility assignments are planned effectively, with clear cost controls in place.
Allocating a dedicated budget—managed by HR or the global mobility team—allows for more effective forecasting and return-on-investment analysis. With greater oversight, businesses can track spending, assess cost-effectiveness, and implement cost-saving measures where necessary.
Having a well-managed budget also improves supplier management. Consolidating external service providers under a single cost centre also allows businesses to identify opportunities for efficiencies, negotiate better rates, and ensure compliance with regulatory requirements.
Using Data to Drive Mobility Decisions
Advancements in global mobility technology have made it easier to collect and analyse data, providing businesses with insights that can improve decision-making. By using data effectively, organisations can assess which mobility strategies deliver the best results, where costs are highest, and how to optimise assignments for greater efficiency.
Key questions to address include:
- Which types of mobility assignments generate the highest return on investment?
- Are certain mobility models consistently exceeding budget forecasts?
- Which roles or locations require the highest level of financial support?
- How does global mobility impact employee retention and career progression?
A data-driven approach allows businesses to refine their mobility programmes, ensuring that assignments are not only cost-effective but also contribute to workforce development and overall business success.
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Global mobility remains a vital element of workforce strategy, enabling businesses to access new markets, develop talent, and maintain a competitive advantage. Employers that take a proactive approach—offering flexible assignment models, refining reward structures, managing budgets effectively, and leveraging data—will be better positioned to meet the evolving demands of international talent management.
HR and mobility teams have a unique opportunity to contribute to long-term business success by ensuring global workforce strategies align with broader corporate goals. By embracing a modern, well-structured approach to mobility, organisations can attract and retain top talent while maintaining compliance and financial efficiency.
DavidsonMorris are experienced advisers to employers of all sizes on global mobility strategy and immigration compliance. Our specialist global mobility consultants can provide best practice insight to manage market, operational and competitive challenges, while ensuring continued movement of key talent across borders. For more information, or if you have a query, please get in touch.
FAQs
What is global mobility in the workplace?
Global mobility refers to the movement of employees across international locations for work. This can involve temporary assignments, permanent relocations, or remote working arrangements that allow businesses to access talent from around the world.
How does global mobility provide a competitive advantage?
Companies that embrace global mobility can attract and retain top talent, expand into new markets, and develop a more diverse and skilled workforce. It also allows businesses to respond to changing economic conditions by relocating employees to regions with better growth opportunities.
What visa options are available for global mobility in the UK?
Employers can use visa routes such as the Skilled Worker visa, Global Business Mobility visa and UK Expansion Worker visa to transfer or hire international employees. Each route has specific eligibility criteria, including salary thresholds and sponsorship requirements.
What are the risks of non-compliance with global mobility rules?
Failing to comply with UK immigration laws can lead to fines, loss of sponsor licences, reputational damage, and legal action. Employers must ensure all sponsored employees have the correct visas and that right to work checks are conducted properly.
Can employees work remotely from another country for a UK company?
Yes, but businesses must consider tax obligations, employment rights, and immigration laws in both the UK and the country where the employee is based. Some countries may require the UK employer to register for tax or provide local employment benefits.
How can employers manage tax and social security for global workers?
Employers must assess tax residency status, social security contributions and potential double taxation risks when assigning employees to work in different countries. Consulting with tax specialists can help businesses remain compliant.
What should businesses include in a global mobility strategy?
A strong global mobility strategy should cover visa and immigration compliance, tax planning, relocation support, cultural training and remote work policies to ensure a smooth transition for international employees.
Are there government incentives for global mobility in the UK?
Certain visa schemes, such as the Global Business Mobility programme, support international talent movement. Some businesses may also benefit from tax reliefs and incentives when expanding overseas or bringing skilled workers to the UK.
Glossary
| Term | Definition |
|---|---|
| Tier 5 Visa | A temporary work visa for those in specific categories, such as charity workers, creative and sporting professionals, and government-authorised exchange workers. |
| Skilled Worker Visa | A visa allowing skilled professionals to work in the UK for an approved employer with a sponsor licence, replacing the former Tier 2 visa. |
| Certificate of Sponsorship (CoS) | An electronic document issued by a UK employer with a sponsor licence, required for a Skilled Worker visa application. |
| UKVI | UK Visas and Immigration, the government department responsible for visa processing and immigration enforcement. |
| Shortage Occupation List | A list of professions with recognised shortages in the UK, allowing lower salary thresholds and reduced visa fees for applicants in these roles. |
| Indefinite Leave to Remain (ILR) | A status allowing individuals to live and work in the UK without time restrictions, typically granted after five years on a Skilled Worker visa. |
| Right to Work | Legal permission for a non-UK national to be employed in the UK, which must be verified by employers. |
| Salary Threshold | The minimum salary requirement for a Skilled Worker visa, varying based on job role and shortage occupation status. |
| Sponsor Licence | A licence issued by the UK government allowing employers to hire foreign workers under the Skilled Worker visa route. |
| Administrative Review | A process allowing applicants to challenge a visa refusal if they believe an error was made in the decision. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
