KPMG Global Mobility Benchmarking Survey 2025: ROI, AI, and the Future of Global Talent
The global mobility function is at an inflection point. For years, mobility teams focused on cost management and compliance. Today, the conversation has shifted entirely. According to KPMG’s 2025 Global Mobility Benchmarking Report, the number one challenge among global mobility leaders is no longer cost control. It is proving return on investment.
This shift reflects a deeper truth: organizations are beginning to see global mobility not as a cost centre but as a strategic talent enabler. And they are demanding that mobility teams prove it.
What is global mobility? Global mobility refers to the movement of people across international borders for work, study, or other purposes. It encompasses immigration, expatriate assignments, international relocation, and cross-border workforce management.
What do global mobility leaders do? A global mobility leader (or global mobility manager) is a professional who manages the relocation and assignment of employees working internationally. They handle logistics like visa sponsorship, housing arrangements, tax compliance, cultural orientation, and support services to ensure smooth transitions for employees and their families relocating to different countries for work.
The ROI Imperative: From Cost to Value
The data is striking. In 2024, 39% of organizations cited cost management as a top priority for their mobility function. In 2025, that number has dropped to 18%. In its place, ROI has emerged as the dominant concern.
This is not simply a change in language. It reflects a fundamental reorientation of how organizations think about global mobility. Rather than asking “How do we move people more cheaply?”, leaders are asking “How does global mobility contribute to our talent strategy and business performance?”
The challenge is that most mobility functions are not yet equipped to answer that question. KPMG’s research found that 72% of organizations rely on spreadsheet-driven reporting, compared to just 16% that use analytics engines such as Microsoft Power BI or Salesforce Tableau. This suggests that analytics enablement and scalability are significant barriers to demonstrating ROI.
Attracting and Retaining Scarce Talent
The race for scarce talent continues to intensify. 30% of mobility leaders say attracting scarce talent is a key challenge, and 29% say enhancing the skills of mobility teams is a top priority as AI and automation assume administrative roles.
This creates a paradox. As AI handles routine administrative work, mobility teams need to become more strategic. Yet many teams lack the skills and tools to operate at that level. Organizations that can upskill their mobility teams and position them as talent strategists will have a significant competitive advantage.
Employee Experience as a Competitive Differentiator
82% of organizations say they are consistently acting on employee insights to enhance attraction, experience, and retention. This is a significant shift from previous years, when employee experience was often an afterthought in mobility programmes.
The data suggests that organizations are beginning to understand that how employees experience a global assignment affects not just their performance but their long-term loyalty and engagement. Organizations that prioritise speed-to-deployment and candidate experience without sacrificing compliance are outperforming those that do not.
Key Takeaways for Global Employers
- Reframe mobility as a talent enabler, not a cost centre. The organisations that will succeed are those that position global mobility as a strategic tool for acquiring, developing, and retaining talent. This requires a shift in how mobility is measured, reported on, and resourced.
- Invest in analytics and data infrastructure. Proving ROI requires data. Organisations that continue to rely on spreadsheets will struggle to demonstrate value. Investing in analytics platforms and data infrastructure is no longer optional.
- Enhance the skills of your mobility team. As AI and automation handle administrative tasks, mobility professionals need to become strategic advisers on talent acquisition, retention, and development. Organisations that invest in upskilling will attract and retain better talent.
- Prioritize employee experience from the start. The quality of the assignment experience affects retention, engagement, and performance. Organisations that invest in smooth onboarding, cultural integration, and ongoing support will see better outcomes.
- Align mobility strategy with broader talent objectives. 60% of mobility functions are now anchored in talent management and talent acquisition. This alignment is essential for demonstrating ROI and securing continued investment.
The Role of AI and Automation
KPMG’s report emphasises that AI is now at the forefront of workforce transformation. With the emergence of more skills-based organizations, AI enables talent with in-demand skills to be deployed digitally across multiple markets. This creates new opportunities for organizations to bridge the gap between where talent resides and where growth opportunities exist.
However, this also means that mobility teams need to evolve. Those who get mobility right will be best positioned to capitalise on these opportunities and unlock new sources of value.
What This Means for Your Organization
If your organization has a global workforce, the 2025 KPMG findings should prompt a conversation about how you are measuring and demonstrating the value of your mobility function. Are you positioned to compete for scarce talent? Do you have the analytics infrastructure to prove ROI? Are your mobility teams equipped to act as strategic advisers?
One World Cover works with organizations to ensure that global mobility strategies are aligned with health insurance and employee benefits planning. A well-designed benefits package can be a significant differentiator in attracting and retaining globally mobile talent. Get in touch to discuss how your benefits strategy supports your mobility objectives.
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