For CFOs who operate globally and are looking for ways to keep their people engaged, EY suggests that moving people across borders can be a viable option.
The 2025 EY Mobility Reimagined Survey, based on responses from more than 1,000 global mobility professionals and employees, explores how organizations are adapting their mobility functions to meet these challenges. The findings point to a growing divide between companies that treat mobility as a strategic asset and those that see it as an administrative task.
The most advanced organizations, referred to in the survey as having “evolved” mobility functions — a strong, multifaceted approach to relocating team members to new locations — are leveraging technology, outsourcing and cross-functional alignment to drive retention and efficiency. As CFOs face continued cost pressures and workforce constraints, mobility, though a bit costly on the front-end, is emerging as a critical lever for employee retention, development and growth.
Effective vs. evolved mobility functions
Workforce mobility has traditionally been a back-office function focused on compliance and logistics. But that’s changing fast, as EY researchers report that mobility is now being asked to solve some of the most pressing business challenges: filling senior roles, managing cross-border risk and retaining key talent. Yet only a small group of companies are getting it right, largely because their mobility functions are “effective” but not “evolved.”
Ninety percent of employers agree mobility should align with broader talent and organizational goals, but less than a third (30%) have achieved that alignment. The result is a growing divide between companies with evolved mobility functions and those still operating in isolation.
These evolved programs are still fundamentally about relocating employees across borders, but unlike the processes of effective mobility functions, decisions are made in a way that encompasses strategy and data from across the business. They’re more likely to personalize the relocation experience, track outcomes like ROI and retention and streamline complex tasks like immigration or tax compliance through outsourcing and automation.
Research indicates evolved programs are 3.7 times more likely to say mobility helps solve medium-term talent shortages and 1.8 times more likely to report that mobility supports business growth. More than half of employers say it now takes over a year to fill senior positions, underscoring the urgency for better talent deployment and employee retention strategies.
Generative AI’s role in mobility
EY research suggests generative AI is changing what workforce mobility can deliver. The number of mobility professionals using generative AI in their daily work rose from 22% to 35% in the past year, according to EY. Among companies with evolved mobility programs, adoption is even higher, with leaders using the technology to streamline immigration processes, flag compliance risks early and generate faster, more personalized employee support.
This transformation is changing how mobility functions operate and how they are valued by the business. Companies with more advanced programs are nearly three times more likely to increase investment in technology to help support employee mobility. By doing this and with the help of generative AI tools, these teams are more likely to track outcomes like post-assignment promotions, time to fill open roles and the revenue impact of relocation decisions.
They are also better at anticipating risk. EY found that evolved programs are 1.8 times more likely to have avoided business disruption, such as canceling or delaying a market expansion, because their mobility systems flagged immigration or regulatory issues before they became costly.
For CFOs, these capabilities offer more than efficiency. They turn mobility into a strategic function that supports growth, protects margins and helps make the most of every headcount investment.
Mobility may offer the growth Gen Z employees are looking for
While the survey doesn’t focus specifically on generational trends, the results strongly reflect what younger workers, particularly Gen Z, say they want from employers: personalized growth opportunities, meaningful experiences and flexibility in how and where they work.
EY found that a large portion (85%) of employees describe mobility assignments as life-changing, and nearly half say they’re more likely to stay with a company that offers them. Nearly three-quarters (74%) of employers include mobility in their total rewards framework, but evolved functions are 3.4 times more likely to be updating those rewards to reflect employee expectations. In a tight labor market, that kind of customization could make a measurable difference in retention and engagement.
At the same time, 96% of mobility professionals say they’re focused on cost reduction. The most effective strategies include vendor consolidation, targeted outsourcing and better use of digital tools. Evolved programs are seeking twice as many cost-saving measures as basic ones, and are twice as likely to have fully automated or outsourced processes.
The takeaway EY is driving home to finance leaders is clear: Mobility can no longer be a circumstantial, siloed HR function. When aligned with strategy, powered by technology and tailored to today’s workforce, it becomes a lever for retention, resilience and long-term value for the organization’s future human capital.
